Inspiring An Active City

A STRATEGY FOR SPORT & ACTIVE LIFESTYLES IN 2013-2018 CONTENTS 1. INTRODUCTION

What is the Sport and Active Lifestyles Strategy? sustained long term benefits where inspiration meets opportunity and the original hopes for hosting the Olympic and Paralympic Games in the UK are The Leeds Sport and Active Lifestyles Strategy 2013-2018 is a strategy realised. Leeds is in a strong position, not least because its strong existing Page for the whole city providing an overarching vision for the development infrastructure for delivering sport and active lifestyle opportunities, alongside of sport and active lifestyles over the next six years. its growing track record for hosting major sporting events which provides 3 Section 1 - Introduction The first strategy of sport in Leeds was ‘Active Leeds: Sporting City further opportunities to make sport synonymous with the city. 2002 – 2006’ and was followed by a ‘Taking the Lead 2006 – 2012’. This It would be wrong to ignore that there are considerable challenges to new strategy builds upon the principles and aims set out in ‘Taking the be faced. Whilst the strategy aims to build from the strong platform the Lead 2006-2012’ whilst reflecting current challenges and opportunities 5 Section 2 - The current position continued financial pressures within the public sector and growing health facing sport and active lifestyles. inequalities in the city are very significant issues that need to be addressed The purpose of the strategy is to: and overcome. There are no quick fixes and whilst it is right to note the 8 Section 3 - What do we want to achieve? − Establish a strategic framework within which sport and active many positives to build from this strategy advocates that the status quo lifestyles can be developed for the benefit of residents in Leeds. will not be enough to achieve the long term vision for sport and active lifestyles in Leeds. 10 Section 4 - The strategy in detail − Provide focused priorities for Sport Leeds and its constituent partners for the next six year period. What is the remit of the strategy? The role of Sport Leeds − Highlight the role and contribution of sport and active lifestyles to The remit of the strategy covers more than just organised sport. This wider city priorities including social and economic outcomes and the This is a strategy is for the Leeds and owned by Sport Leeds, the sport 31 Section 5 - How will this be delivered? strategy recognises that participation in sport and active lifestyles overall vision for Leeds to be the best city in the UK by 2030. and active recreation network for the city. As such it is important to can take many forms, and trends in terms of how and what people outline who and what Sport Leeds is. − Provide a basis by which progress towards achieving the vision for participate in are changing, with growing patterns for more informal 36 Appendices sport and active lifestyles can be monitored, success celebrated and ‘The Mission of Sport Leeds is to support and develop a sport and sport and recreation opportunities alongside the pressures to fit active recreation network within the local authority good practice shared. around lifestyle pressures. • Sport Leeds Board Membership boundary (the ‘Sport Leeds Network’) so that more people want to Why is the Strategy needed? The diagram below outlines the full spectrum of activities under the play sport; more people can play sport; more people do play sport; and • Comparative summary between Leeds and other big cities in England Physical Activity continuum. The remit of this strategy covers the more people achieve sporting excellence. This is an exciting period for Leeds to be developing its new Sport and following forms of activity: • Summary of the contribution towards wider city priorities Active Lifestyles Strategy 2013-18. − Active sport – referring to all forms of physical activity which, through Sport Leeds: The city has much to be proud of with its strong sporting traditions, casual or organised participation, aim at expressing or improving − Provides leadership and co-ordination for the development of sport track record of elite success, and impressive outcomes in terms of physical fitness or wellbeing, forming social relationships or and active recreation opportunities in Leeds. grassroots participation in sport and active lifestyles. The city has obtaining results in competition at all levels (Council of Europe, Sport − Represents the interests of sport and recreation providers and four professional clubs, three Universities with extensive facilities and Charter 2001, definition of sport). This has been sub-divided into expertise in sports development, sport science and coaching. participants in building a strong sporting infrastructure and a vibrant informal and organised sport. sporting community. The life of the new strategy follows on from the London 2012 Olympic − Active recreation – refers to any activity carried out in leisure time − Influences the future development of sport and active recreation Games and Paralympic Games which demonstrated the power that including activities such as dancing or walking (Game Plan 2002). sport can have in terms of creating the inspiration for generations to be across Leeds.’ active and building a strong sense of pride and positive feeling amongst − Some forms of Active travel – focussing on the type of activity such as (Sport Leeds Constitution, April 2010) walking or cycling. communities. The Games were undoubtedly a success in raising the Sport Leeds exists to bring together and achieve a common purpose awareness of the value of sport in social and economic terms. Beyond The remit strategy does not include other forms of active travel amongst all the agencies that are responsible for providing and the success of Leeds based Olympians and Paralympians, Leeds such as using the stairs or active living activities such as shopping, developing opportunities in sport and active recreation. It is not owned is widely acknowledged to have fully played its part and reaped the housework, gardening or DIY. Despite this distinction in definitions, and/or controlled by any single organisation. All those involved with benefits from London 2012. it is important that partnership links are maintained with those Sport Leeds remain independent. organisations interested in the broader physical activity agenda to However, arguably the period post the memorable Olympic and Paralympic Appendix 1 provides a list of the Sport Leeds Board membership as ensure that synergies and opportunities for potential joint working can year is even more important than the countdown in order to ensure that the of April 2013 whilst section 5 reviews the role of Sport Leeds in the be identified. very most is made of this once in a lifetime opportunity. This strategy covers context of overseeing this new Sport and Active Lifestyles Strategy. the period where organisations involved in sport and active lifestyles can ensure that the impressive foundations already laid can be translated into

2 3 2. THE CURRENT POSITION

How was the strategy developed? Where are we starting from? The landscape for Sport Successes: − The health cost of inactivity to the city is estimated at £10.1m per annum. There are particular correlations between levels of inactivity The strategy has been completed via extensive consultation with and Active Lifestyles in Leeds in 2013… − Based on adult participation in sport and active recreation three and obesity for example with the inequalities in participation in stakeholders with a role across the sport and active lifestyles sector. times a week for at least 30 minutes Leeds ranks 7th of all local ‘Taking the Lead 2006-2012’ laid out an ambitious different areas of the city distinct as highlighted below: This process began through Sport Leeds, with support from its authorities in England with a participation rate of 29.6% (as of April member organisations. In March 2013 Neil Allen Associates were vision that: 2013). This shows a signifi cant growth of 9% over the lifetime of the commissioned by Sport Leeds to build from the platform created to ‘By 2012 Leeds will be a leading city of sport and active ‘Taking the Lead’ Strategy, the largest increase of any local authority complete the strategy for the next 6 years in Leeds, in keeping with the recreation, recognised for the opportunities it provides in England, and in real terms equating to an additional 66,000 adults city’s overall vision to be the best city in the UK by 2030. participating in sport three times a week. Furthermore when looking from participation to excellence.’ The strategy has been developed with an understanding of the wider at the number of non-participants a marked improvement can be policy context and in particular taking account of: Much has been achieved in Leeds during period of the ‘Taking the seen across all target groups, with the exception of 16 – 25yrs, (the Lead’ strategy. Whilst many of the aims and targets are still relevant latter group being viewed as an anomaly given the large proportion of − the rapidly changing environment facing all public bodies including today, there are also still signifi cant challenges ahead. The progress students in the city who would be unlikely to be captured by the Active Leisure, Health and Education made has been achieved through a strong partnership culture that has People survey). − the changing political, economic and social landscape, with been created between key stakeholders. This includes the Universities, − Success in elite sport with the winning the Super unprecedented pressures on public fi nances and the likelihood of Leeds City College, schools, the professional sport clubs, West League title in fi ve of the last six seasons and also winning the 2012 further cuts Yorkshire Sport, the Federation of Sport and the many sport clubs World Club Challenge, whilst during the London 2012 − the impact which the severe economic downturn is having on and community associations in the voluntary sector, and coordinated and Paralympic Games the city gained tremendous profi le through individuals and families, and the consequent effect on discretionary through Sport Leeds with strategic leadership and support from the the success of local athletes. City Council. spend patterns − The city has high levels of volunteering with sport as the number one − participation trends in sport and physical activity over recent years. Despite the diffi culties being experienced in the economy and the choice. effect this has had across many of the organisations represented − Leeds is acknowledged as having a strong tradition in disability sport. on Sport Leeds there have been continued improvements; in sports − Reducing these health inequalities is a major priority within the city participation; the amateur sports club network remains buoyant; − All evidence suggests that Leeds fully embraced the opportunities and sport and active lifestyles can contribute. a fl ourishing further and higher education sector has continued to surrounding London 2012 underpinned by strong partnership develop its sporting offer; and sporting performance within the City working. The Leeds Love Sport Festival and Training Camps are two − Against Sport England’s primary outcome measure, 39.9% of the has hit new heights through performances of individual and teams at strong examples. Leeds population participate in sport once a week for 30 minutes World, Olympic and Paralympic level. − Sport Leeds is seen as a real strength for the city as a network of key (APS6 Q3-APS7 Q2 April 2013). These fi gures show an improvement to 39th in England from a ranking of 125th in APS6 but there is much It is clear that under the umbrella of ‘Taking the Lead’ some impressive infl uencers that has a strong collaborative and partnership ethos. to be done to target inactive groups within the city with participation foundations have been laid. The following summarises some key − Recent successful funding bids to Sport England for the Leeds Let’s inequalities between different areas as evidenced above. successes and challenges which infl uence the direction of the new Get Active health pilot and the NGB Place pilot reinforces the positive strategy: regard for the city nationally and presents an excellent opportunity to − The economic landscape and pressures on public budgets are very shape best practice. different from when ‘Taking the Lead’ was launched and provide a constant reminder of the need to prioritise activity and ensure value − A growing profi le and reputation for hosting major sporting events for money from investment. This challenge is further heightened including the World Cup 2013, Tour de France 2014, when considering that the city has a growing population. An overall and the World Cup 2015, that provide the opportunity to increase in participation in real terms would therefore be required raise the profi le of sport and deliver local sporting benefi ts just to maintain the current percentage levels of participation. Challenges: − An overall increase in participation in real terms would therefore − Leeds has major challenges with health inequalities increasing. be required just to maintain the current percentage levels of In terms of life expectancy for males the gap between highest and participation. lowest areas in the city is 12.4 years and 8.4 years for women. People living in inner city areas of Leeds have a shorter life expectancy, lower income, higher unemployment and more health issues.

4 5 The Strategic Context Start active, stay active: a report on physical activity from the four Local Leeds City Priority Plan 2011 to 2015 Summary – implications for Sport and Active Lifestyles in Leeds compared to two-thirds of boys. To help address this all secondary home countries’ Chief Medical Officers, 2011 schools who wish to do so will be helped to open up, or keep open, In producing this strategy consideration has been given to the strategic Vision for Leeds 2011 to 2030 This is the city-wide partnership plan which identifies the key outcomes 1.  There is a strong political will to ensure that the platform laid by The benefits of increasing physical activity levels are clearly articulated and priorities to be delivered by the council and its partners over the London 2012 is built upon to bring sustained benefits for sport and their sports facilities for local community use whilst a number context and key national, regional and local policy drivers which This is the Leeds Sustainable Community Strategy which sets out the through these UK-wide guidelines on the volume, duration, frequency next four years. Each strategic partnership board owns the relevant active lifestyles in the UK. Funding opportunities are aligned to this of further education colleges will benefit from full-time sports influence the development of priorities for sport and active lifestyles long term ambition and aspirations for the city. It has been developed and type of physical activity required across the life course to achieve priorities in the plan and they are responsible for working together to via Sport England and UK Sport. There is an opportunity for Leeds professional who will act as a College Sport Maker. in Leeds. This is particularly important in setting out how sport and by the Leeds Initiative in conjunction with all local partners, including general health benefits. deliver them. The boards are: to take a leading role in demonstrating how the full spectrum of 7.  School sport and PE is a particular focus in terms of creating active lifestyles can contribute towards the achievement of wider city the public, private and third sectors. The overarching vision for 2030 is benefits can be realised at a local level; for community sport, in a sporting habit for life with £150m of Government investment priorities. The report is aimed at the NHS, local authorities and a range of other that Leeds will be the best city in the UK. This means: − Children’s Trust Board. the city’s support of disability sport, for its aspirations to host more to support Primary Schools to 2015. Changing funding models The following review outlines the key national and local policy that organisations designing services to promote physical activity and notes − Leeds will be fair, open and welcoming. − Health and Wellbeing Board. world class sporting events that raise the profile of the city, and for present fresh challenges and opportunities for local partners to influences the development of this Strategy with a summary of the that, although physical activity levels in England have been increasing, − Housing and Regeneration Board. its support of talented athletes. respond to. implications for sport and active lifestyles for Leeds provided at the end those achieving the guidelines (at least 30 minutes of at least moderate − Leeds’ economy will be prosperous and sustainable. of the section. intensity activity on five or more days a week) are still in the minority. − All Leeds’ communities will be successful. This includes specific − Safer Leeds Partnership. 2.  Leeds provides a tale of two cities with significant participation 8.  NGBs remain the centrepiece of Sport England’s strategy with The new guidelines allows for greater flexibility for people to achieve reference to ensuring that local cultural and sporting activities are − Sustainable Economy and Culture Board (with representation from and health inequalities between the different areas of the city. over £450m investment to 2017. The development of effective local National the recommend levels of physical activity through the life course available to all. the chair of Sport Leeds). Addressing these health inequalities is a key strategic priority for partnerships to deliver benefits in Leeds is a clear priority. the city. Legacy from the London 2012 Olympic Games and Paralympic Games approach, a stronger recognition of the role of vigorous activity, the ‘Best city’ is articulated in the following terms: The Council’s contribution to these city wide priorities is set out in the 9.  Nurturing talent remains important nationally and locally. At least London’s successful bid to host the 2012 Olympic Games and flexibility to combine moderate and vigorous activity, and on helping − Best city for children: Leeds will be a child-friendly city where the Council Business Plan. 3.  There is a national focus on helping the inactive to become active 30 sports nationally will have enhanced Talent Pathways to ensure people to build physical activity into their daily lives. The report and sport has an important role to play in this. The primary young people and others fulfil their potential. Paralympic Games included a bold vision for legacy. Government’s voices, needs and priorities of children and young people are heard Leeds Joint Health and Wellbeing Strategy 2013-2015 legacy plans for sport include a focus on youth and community emphasises for the first time the importance of physical activity for outcome measure for DCMS and Sport England, and means 10.  The Sport and Active Lifestyles Strategy needs to clearly articulate and inform the way decisions are made. Children will choose healthy The vision for health and wellbeing is that Leeds will be a healthy and sport, supporting disability sport, continued investment into elite people of all ages, updating the existing guidelines for children and by which comparisons can be made across the country, is to its contribution to wider city priorities, most particularly how it can lifestyles. caring city for all ages with a key principle across the strategy being sport through to Rio 2016, and ambitious plans for a decade of major young people and for adults and developing new guidelines for early achieve an increase in the proportion of people taking part in support the overall vision for Leeds to be the best city in the UK by − Best city for communities: Leeds will be a city of communities where that those who are the poorest will improve their health the fastest. sporting events under the umbrella of the UK Sport Gold Event Series. years and for older adults. sport and active recreation once a week for at least 30 minutes. 2030. It is important that this contribution is recognised within the people feel able to get involved and make decisions, supported by The strategy focuses on five outcomes, all of which sport and active National Institute for Health and Care Excellence (NICE) Guidance It is important to establish the link between this measure and strategic plans of city partners, and particularly the commissioning Creating a sporting habit for life: A new youth sport strategy by DCMS, the best council and the best public services in the UK. It will be an lifestyles are able to contribute towards: participation three times a week for at least 30 minutes to help 2012 NICE provides national guidance and advice to improve health and plans under the Joint Health and Wellbeing Strategy for Leeds. attractive place to live, where people are active and involved in their − People will live longer and have healthier lives. encourage increased frequency of participation by those who meet The strategy outlines that the key to making the most of London 2012 social care. With regards to guidance on physical activity there are a communities. − People will live full, active and independent lives. the primary outcome measure. is to increase consistently the number of young people developing number of national public health guidance documents that have helped − Best city for health and wellbeing: Leeds will be a healthy and caring to inform the development of this strategy. − People will enjoy the best possible quality of life. 4.  There is compelling evidence for the health benefits people can sport as a habit for life. In particular, the strategy aims to raise the city for all ages where: achieve by taking regular physical activity throughout their lives. proportion of 14-25 year olds who play sport and establish a lasting − PH Guidance 2 (2006) Four Commonly used methods to increase − people live longer and have healthier lives; − People are involved in decisions made about them. This strategy is focussed on sport and active lifestyles and there network of links between schools and sports clubs. Between 2012 physical activity. − People will live in healthy and sustainable communities. is a need for interventions that support attitude and behavioural and 2017 Sport England will invest at least £1 billion of Lottery and − people are supported by high quality services to live full, active and − PH Guidance 8 (2008) Physical activity and the environment. independent lives; and The strategy also provides a framework for commissioning plans change in order to reach the inactive and take advantage of existing Exchequer funding to supporting youth sport activities. guidance and best practice in the area (e.g. NICE Guidance). − PH Guidance 17 (2009) Promoting physical activity, play and sport for − inequalities in health are reduced. for children, young people and adults healthcare, social care and Sport England Strategy – 2012-2017 pre-school and school aged children in family, pre-school, school and public health. 5.  Inactivity not only has consequences for health, it also places a − Best city to live: Leeds will be a great place to live with…clean, green By 2017 Sport England wants to have transformed sport so that it community settings. substantial cost burden on health services. The estimated direct spaces, where everyone can enjoy a good quality of life. It will be a becomes a habit for life for more people and a regular choice for the Other Strategic Influences cost of physical inactivity to the NHS across the UK is £1.06 billion. − PH Guidance 13 (2008) Intervention guidance on workplace health city where: majority. Their primary outcomes is to see a year on year increase promotion with reference to physical activity. In addition to the brief summary of the strategic context above it is Inactivity also creates costs for the wider economy, through in the proportion of people playing sport once a week for at least 30 − people have access to walking and cycling routes. sickness absence and through the premature death of productive − PH Guidance 41 (2012) Walking and cycling: local measures to noted that a number of the partners represented on Sport Leeds minutes. There is a particular focus on 14-25 years including reducing individuals. In England, the costs of lost productivity have been promote walking and cycling as forms of travel or recreation. − people enjoy world class culture, sport, leisure and entertainment. have their own individual strategies that impact upon sport and active the number of people dropping out of sport. lifestyles provision in the city. estimated at £5.5 billion per year from sickness absence and £1 It is recommended that this guidance continues to inform the − Leeds wants to be strong nationally and internationally, among other National Governing Body 2013-17 funding billion per year from the premature death of people of working age. subsequent development of interventions under this strategy. areas, building on the excellent reputation and international profile of In developing this strategy consideration of these strategic priorities NGB 13-17 funding is the centrepiece of Sport England’s strategy with the universities, sporting facilities and teams to create a city that is a has been made, whilst going forwards it is acknowledged that the 6.  There is a particular focus on raising the proportion of 14-25 over £450 million to be invested in work with NGBs. Young people (14- world-class destination for all in a global economy. delivery of partner’s strategic plans are crucial elements in supporting year olds playing sport and developing a habit for life, addressing challenges of young people dropping out of sport. Between 2005 25 years old) will benefit from 60% of this investment. Programmes will It is important that this Strategy aims and is positioned to contributing the various objectives and priority actions outlined in this strategy. when London won the right to stage the Games and 2012 (pre include helping young people move from school sport into club sport towards achieving the vision for Leeds. and working with universities and colleges to create more sporting Games), participation rates amongst young people have fallen and opportunities for students. dramatically so when young people leave school. The problem is starker for girls, with around only a third participating in sport at 18

6 7 3. WHAT DO WE WANT TO ACHIEVE?

‘The vision for the Sport and Active Lifestyles Strategy Appendix 2 provides a comparative summary of once a week everything that is already happening in Leeds but focusses on new or Table 1: Summary - Vision, Outcomes, Objectives and Success Measures 2013-2018 is for Leeds to be the most active big city in participation in the comparative big cities in England and shows that enhanced areas of action. as of April 2013 Leeds lies first of the 13 cities compared (up from England’ Vision 5th in October 2012). Whilst once a week participation is a key focus Leeds to be the most active big city in England What do we mean by most active? nationally it is important that this isn’t the limit of the ambition in Against many indicators Leeds is already high performing. However, Leeds as it would miss out a significant section of the population. In Primary Outcomes − Tackling Health Inequalities in order to achieve the ambitions for this Strategy continued growth in simplistic terms the message is about being more active, wherever 1. Improving health and wellbeing through sport and more active lifestyles − Child Friendly City participation is needed, in particular seeking to address inequalities people are on that continuum and therefore the three times a week 2. Widening access to sport − Raising the profile of Leeds nationally and internationally that currently exist between different areas of the city. This will not be measure is also important. 3. Nurturing success in sport across the City Contributing towards… − Building cohesive & harmonious communities easy in a climate of reduced resources and without the inspiration and The measures via the Active People Survey will be supported by a − = By 2030 Leeds will be the best city in the UK galvanising prospect of a home Olympic and Paralympic Games on the basket of measures which will demonstrate progress and success in Aims Enablers horizon. Sport Leeds is up for the challenge. achieving the vision for this strategy. Section 5 provides further details By 2018 Leeds will: on how progress under the strategy will be monitored and reported. A1 Supporting the inactive to A2 Retaining and increasing A3 Developing sporting pathways E1 Developing our People E2 Developing our Places E3 Improved Promotion and 1. have with more people participating in sport and active recreation Outcomes become active participation in Sport and Active and excellence Profile with: Three core outcomes are identified for the strategy: Lifestyles a. 24,500 more people taking part at least once a week for 30 minutes 1. Improving health and wellbeing through sport and more active Objectives - in comparison to other big cities in England Leeds will maintain a lifestyles. A1.1 Influence commissioning and A2.1 Working in effective A3.1 Support the creation of E1.1 Establish Coaching and E2.1 Ensure the accessibility of E3.1 More coordinated and top 3 ranking (1st as of April 2013) and top 50 ranking across all local 2. Widening access to sport. authorities in England (currently 39th). policy making partnership with Sport England streamlined sporting pathways Officiating pathways high quality places to undertake targeted marketing and 3. Nurturing success in sport across the City. A1.2 Deliver active lifestyles and NGBs A3.2 Support Performance Sport E1.2 Value our Volunteers sport and active lifestyles communications plans b. 32,000 more people taking part at least three times a week for programmes helping the inactive A2.2 Deliver outstanding sport, to ensure that Leeds is recognised E1.3 Support the economic E2.2 Develop Community Access E3.2 Optimise investment into 30 minutes - in doing so Leeds will be the most active big city in In addition to these primary outcomes in making the case for sport to become and stay active active lifestyles and physical as a centre for sporting excellence contribution of sport and active to Education facilities sport and active lifestyles England and maintain a top 10 ranking of all local authorities in and active lifestyles it is important to acknowledge that achievement of A1.3 Adopt a targeted approach to education opportunities for lifestyles to creating a skilled and E3.3 Develop partnership England (7th in England with 29.9% as of April 2013); the primary outcomes will contribute to a number of wider population outcomes, although these are not under the direct control of the supporting the inactive to become children and young people employable workforce opportunities with the private and 2. have contributed to reducing health inequalities through more strategy. These align to the Vision for Leeds and City Priority Plan and active, to retaining and increasing A2.3 Support Club Development third sectors people doing more sport and leading more active lifestyles. The include contribution towards: participation E3.4 Celebrate success to increase city will also see increased participation levels within specific the profile of sport in Leeds, locally, − Tackling Health Inequalities geographical and vulnerable target groups; nationally and internationally 3. be able to demonstrate how it has changed social norms and the − A Child Friendly City E3.5 For the Sport Leeds Board to be attitudes of inactive people towards sport and active lifestyles, − Raising the profile of Leeds nationally and internationally the prime advocate for the benefits of particularly in areas of greatest deprivation; − Building cohesive & harmonious communities sport and active lifestyles E3.6 Maximise the benefits from 4. be a city where those involved in sport and active lifestyles have a …ultimately supporting the vision for Leeds will be the best city in the major sporting events quality experience, whether through coaching, facilities, or support UK by 2030. from local clubs; Aims and Enablers What are some of our key priority programmes to deliver? 5. recognised as a model for good practice for working in partnership The strategy identifies three aims and three enablers that set out what − Leeds Let’s Get Active sport and health pilot − Annual Leeds Sports Awards − Championing the Breeze brand across the sector with NGBs, as evidenced through participation increases; is trying to be achieved. − New model for delivery of primary and secondary school sport and PE − Implementing a new Facilities Strategy − Major event legacy programmes (Rugby League World Cup, 6. build on a growing track record to become renowned as a host of The concept of enablers is used in the strategy as they are cross cutting − NGB Place Pilot − ‘Inspire a Generation’ Legacy Fund for young people Tour de France, Rugby Union World Cup) world class sporting events; elements underpinning achievement of the three aims. Beyond this the − Championing Active Workplace programmes − Annual Leeds Loves Sport Festival 7. recognised internationally for its world class knowledge base enablers are treated in the same way with clear objectives and priority Primary success measures – how we will know the strategy is on course? within sports development, sport science and coaching within its actions aligned to them. Universities; Figure 1 over page outlines these aims and enablers and how they will − More people in Leeds, in overall terms and in specific target groups, − Increased awareness of the benefits of sport and active lifestyles and − An overall growth in the number of Leeds’ residents who are part of the 8. the home of successful world class disabled and non-disabled help to achieve the primary outcomes. will be undertaking sport and active recreation once a week for at changing attitudes towards activity World, Olympic, European, Commonwealth Games or championship athletes and professional sports teams. least 30 minutes − More people will be undertaking sport and active recreation 3 times teams Pages 16-38 provide a more detailed overview of objectives, priority − Decreasing numbers of inactive people per week for 30 minutes − Successful implementation of priority programmes. actions and success measures. This overview does not report

8 9 4. THE STRATEGY IN DETAIL

Table 2: Aims

Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives A1. Supporting the inactive to A1.1 Influence commissioning Health inequalities across Leeds Year 1: More people in Leeds, in overall A2.2 – Breeze brand for young A1.2 Deliver innovative active A focus on supporting the inactive Year 1: More people in Leeds, in overall A2.2 – Breeze brand for young become active and policy making to ensure the are increasing with the health cost Undertake a stakeholder analysis terms and in specific target groups, people lifestyles programmes, in to become active is a major Secure a common agreement terms and in specific target people benefits of active lifestyles are of inactivity estimated to cost the to ensure that the appropriate will be undertaking sport and active E2.1, E2.2 - issues of accessibility particular the Leeds Let’s Get priority within this strategy, with amongst partners on defining who groups, will be undertaking sport E2.1, E2.2 - issues of accessibility recognised and supported city £10.1m per annum. links and reporting mechanisms recreation once a week for 30 of provision and transport links Active programme, helping the inactivity linked to a number of the inactive are in order to more and active recreation once a week of provision and transport links Sport and Active Lifestyles can are in place for Sport Leeds minutes (primary measure for A1) E3.1 – more coordinated inactive to become and stay active health issues. effectively target interventions. for 30 minutes (primary measure E3.1 – more coordinated and already makes an important with strategic bodies in the City There will be decreasing numbers marketing campaigns There is already lot of good Years 1-3: for A1) marketing campaigns contribution to improving health and their delivery networks, in of inactive people across all target practice to learn from, both Deliver the Leeds Let’s Get Active There will be decreasing numbers and wellbeing. There is a need to particular: groups (primary measure for A1) within Leeds and further afield, programme ensuring key priority of inactive people across all target ensure that the benefits of being - Health and Wellbeing Board Securing a sustainable model from particularly with regards to the groups are targeted, identifying groups (primary measure for A1) more active are recognised and - Safer Leeds Partnership the Leeds Let’s Get Active Pilot application of behavioural change good practice and ensuring Securing a sustainable model evidenced so the sport and active - Children’s Trust Board following year 3 of delivery. models. sustainable exit routes are in from the Leeds Let’s Get Active lifestyles sector is commissioning - Sustainable Economy and Programme specific outcomes to be The Leeds Let’s Get Active pilot place. Collate the evidence of Pilot following year 3 of delivery. ready. Culture Board. identified in particular tracking the commencing in 2013 with funding what works to ensure a feedback Programme specific outcomes Beyond a strong focus on health Put in place a process to ensure impacts on inactivity/participation from Sport England and the NHS loop on the effectiveness of to be identified in particular and wellbeing, sport and active that the appropriate evidence levels for target groups. in Leeds will be a key element interventions within the City tracking the impacts on inactivity/ lifestyles can and do contribute base is collated and maintained Leeds to be held up as an exemplar of trying support the inactive to whilst working closely with Sport participation levels for target towards a number of wider to make the case for sport and in delivery of Active Workplace become active. England to ensure the lessons groups. outcomes related to Children and physical activities contribution programmes. There is not presently a common learned shared beyond Leeds. Leeds to be held up as an Young People, building cohesive to high level commissioning and Opportunity to measure attitudes definition on who the inactive are. Years 1-2: exemplar in delivery of Active and harmonious communities, policy. and intentions via the annual Leeds Specific target groups that have Explore the viability of developing Workplace programmes. and raising the profile of Leeds Years 2-5: Health Survey. been identified include those a central online portal to Opportunity to measure attitudes nationally and internationally. Undertake an annual stakeholder The contribution of sport and active with teenage obesity, obesity with promote sport and active lifestyle and intentions via the annual analysis to ensure that Sport lifestyles is acknowledged through pregnant women, the more elderly opportunities across Leeds. Leeds Health Survey. Leeds maintains a strong strategic high level commissioning and policy. who are prematurely aging, and Consideration to be given to the influencing role in terms of policy To include: those in particular communities needs of different audiences, for making and commissioning - Vision for Leeds 2011 to 2030 within Leeds where there is a e.g. activities specifically targeting - Leeds City Priority Plan (including strong correlation between health the inactive placed within a individual Priority Action Plans) indices and inactivity. ‘lifestyle’ context. - Joint Health and Wellbeing Strategy 2013-2015 - Children and Young People’s Plan - Transport Planning (Active Transport) - Leeds Cycling Strategy (Alongside new strategic plans over the lifetime of this strategy)

The primary success measures noted in table 1 will be supported by a number of proxy measures and programme specific impact evaluations which will enable Sport Leeds to monitor progress under a given objective.

10 11 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Years 1-5: A1.3 Adopt a targeted approach to In a climate of reduced and Year 1: More people in specific target A1.2 – engaging the inactive Use the latest evidence of needs supporting the inactive to become stretched resources it is ever For Sport Leeds to analyse groups will be undertaking sport A2.1 – NGB Place Pilot and good practice guidance active, to retaining and increasing more critical that effective available market segmentation and active recreation once a week A2.2 – Sport and PE for children to develop programmes that participation in sport and active application of available evidence to data in order to commit to for 30 minutes (primary measure and young people support the inactive to become lifestyles. Specific consideration deliver targeted interventions for prioritising interventions for for A1) active. In particular put in place a to be given to specific needs identified groups is championed specific groups within Leeds. There will be decreasing numbers mechanism to ensure that good and challenges faced by Women as a principle of working across This is not to ignore other groups of inactive people amongst practice in behaviour change and Girls, BME communities, the s trategy. This applies to but acknowledges that to deliver specific target groups (primary models is shared and adopted different age groups, social class both supporting the inactive to change interventions need to be measure for A1) across Leeds. groupings, and Disability. become active and increasing targeted towards those groups More people will be undertaking Learn from existing good practice the frequency of participation who Sport Leeds would most like sport and active recreation 3 to champion the delivery of for those who already do some to change activity habits. times per week for 30 minutes in Active Workplace programmes activity. To review the findings from Active specific target groups. reinforcing key messages Consultation highlights that there People Survey 7 to understand Participation by the identified about the positive economic is a lot of data available regarding the impacts of the altered target groups (young people/ benefits. This includes the Active participation in sport and active methodology, recognising that this women & girls/ BME/disabled/ Universities programme for the lifestyles including market is likely to cause some anomalies financially disadvantaged) HE sector. segmentation data, as well as in findings. in Council leisure centres is Explore innovative partnership the links between inactivity and To undertake a robust needs maintained year-on-year (from opportunities with other agencies health, both nationally and specific analysis for certain target groups, Leeds City Council Business Plan) with healthy living objectives, e.g. to Leeds. where such an analysis is not slimming companies. Societal trends in the period currently in place, e.g. disability Explore mechanisms to up skill in which this strategy will be sport, including those with front line staff (e.g. primary care) delivered shows that there are learning difficulties. to deliver effective interventions ever more challenges for people Years 1-5: to support the inactive become to choose to get involved and Leeds City Council to evaluate active particularly where the aim stay involved in sport and active the need to undertake an Active is to develop the intention of an lifestyles. Against competing People booster survey in order individual to become more active. demands and lifestyle pressures to provide more robust evidence This will also help integrate providers in the sport and active regarding participation trends interventions into routine health lifestyles sector need to work amongst different groups within and social care plans. even smarter to reach different the city. consumer groups. For Sport Leeds to implement an There are particularly challenges appropriate solution to ensuring with drop off in certain groups, that its market intelligence e.g. 14-19 year olds so the issue of of participation in sport and retention is an important element active lifestyles in the city is of delivering a targeted approach unparalleled. This includes understanding the evidence base and identifying good practice for specific target groups.

12 13 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives A2. Retaining and increasing A2.1 Working in effective Developing effective partnerships Years 1-3: More people will be undertaking A1.2 – Leeds Let’s Get Active Through these partnerships participation in sport and active partnership with Sport England with the key national and sub- Deliver the NGB Place Pilot sport and active recreation 3 times A2.2, 2.3, 3.1, 3.2 it is particularly important to lifestyles and National Governing Bodies of regional agencies for sport assimilating the lessons learned per week for 30 minutes (primary E1 – Developing our people specifically consider issues of Sport (NGBs) critically underpins much to inform on-going partnership success measure for A2). E2 – Developing our places retention in sport and active of the activity identified with working with NGBs. Successful delivery of the NGB E3.1- marketing and comms lifestyles. The challenges of this strategy. Whilst this is a Years 4-5: Place Pilot (specific measures to E3.2 – maximise investment increasing participation in real partnership objective other Put in place a process to be identified) terms are even greater if there is a objectives will address more ensure delivery of good practice NGBs investment in Leeds will be high attrition rate particularly for specific work areas. with NGBs continues to be maximised (more NGBs investing certain demographic groups. NGB 2013-17 funding is the implemented following NGB Place more resources) It is important to note that centrepiece of Sport England’s Pilot. Sport England / WYSport this objective refers to NGB strategy with over £450m to be Years 1-5: investment in Leeds will be engagement in its broadest sense invested with NGBs over the On-going relationship maximised (overall investment and not just activity under the period with young people (14- management with Sport England tracked with specific outcomes NGB Pilot. 25) benefiting from 60% of this to ensure they are fully engaged measured) investment. and supportive of the strategic Evidence of investment levels into development of sport and active Leeds through these networks lifestyles within Leeds. shows that the city is already well To develop a mechanism in the city placed. for proactively engaging NGBs in Leeds, as one of England’s core Leeds who may not currently be cities, has been identified by Sport heavily involved. The principle of England to be allocated additional influencing NGBs from the bottom funding (up to £500k) as part of up is important with Triathlon the Place Pilot programme. A cited as a good example of where large number of NGBs are looking Leeds development of the sport to implement their programmes brought greater engagement from across the city as part of their 13- the NGB. 17 Whole Sport Plans. Leeds also has a wide range of partners involved in Sport Leeds that are also implementing programmes to raise participation in sport across the city. The aim of the pilot is to develop a single process and plan for the city that will ensure NGB Whole Sport Plans are delivered in a co- ordinated way making best use of local and national resources.

14 15 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives A2.2 Deliver outstanding sport, There are two key strategic drivers Year 1: More young people (boys and A2.1 – NGB Delivery A2.3 Support Club Development There are over 900 sports clubs in Year 1: More clubs will be kite mark A2.1 – NGB Delivery active lifestyles and physical for this objective. Nationally Put in place a structured process girls) are participating at least E1.1 - Coaching from grass roots through the city with 124 having achieved Undertake an analysis of accredited. A2.2 – School Club Links education opportunities for ‘Creating a sporting habit for life: of engagement with the HE sector once a week in sport and active E2.3 – Skills and employability to Performance Clubs to “Club Mark” accreditation. clubs in Leeds to understand More clubs in Leeds will be A3.1 – Sporting pathways children and young people A new youth sport strategy 2012- to ensure the strategic deployment recreation (measure from Active ensure there is a strong club Consultation further reinforces needs and potential gaps in competing at national or regional A3.2 – Performance sport 17’ by DCMS aims to increase of student coaches and volunteers People) infrastructure offering a quality that Leeds has in place a strong provision, including competition level. consistently the number of young in the delivery of programmes for A number of schools in Leeds will experience to members and club infrastructure supporting opportunities, and the offer for people developing sport as a children and young people. ranked outstanding by OFSTED participants. grass roots through performance disability sport. habit for life. Sport England will Years 1-3: for PE sport. There is much good practice Years 1-3: invest at least £1 billion of Lottery Formalise and implement a new More schools and pupils are in this area so the focus on this Within the model of delivery for and Exchequer funding to help model for overseeing sport and PE in participating in competitive objective is new or enhanced sport and PE in schools ensure to ensure that young people are schools and beyond the curriculum opportunities through the School areas of activity. a strong emphasis is made on regularly playing sport and to taking into account the changes in Games (intra and inter school improving the links between break down the barriers that, until funding to secondary to primary participation for Primary and schools and community sports now, have prevented young people schools. NB: significant progress has Secondary schools). clubs. from continuing their interest in been made on this agenda during By 2017 every secondary school Years 1-5: sport into their adult life. the formulation of the Strategy. and many primary schools within Ensure that the services available Locally the Vision for Leeds 2011 Within the model of delivery for sport Leeds will have links with at least to support club development to 2030 outlines the aspiration and PE in schools ensure a strong one local club. are widely accessible and for Leeds to be ‘a child-friendly emphasis is made on improving Young people will be able to promoted. One of the outcomes city where the voices, needs and the links between schools and access more sport and active of this is to support clubs to be priorities of children and young community sports clubs. lifestyle opportunities from more commissionable in the delivery of people are heard and inform the Facilitate NGB provision of specialist partner agencies through the programmes. way we make decisions and take coaching in primary schools. Breeze brand. action.’ Ensure continued emphasis on Sport and PE in schools is a major competition in schools via the School area of focus with the package of Games programme. school sport funding announced Years 1-5: in April 2013 which includes £150 For Sport Leeds to proactively million in 2013-14 and 2014-15 to champion the use of the Breeze deliver PE and sport in primary brand for young people in Leeds schools. This will be ring fenced including securing partner funding - allocated directly to commitment to use the Breeze primary schools across England website to promote opportunities effective from September 2013. and to include activities within the Breezecard. Deliver the ‘Inspire a generation’ Legacy fund for young people. Proactively support teacher training to increase knowledge of sport and active lifestyles considerations when working with disabled children.

16 17 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives A3. Developing sporting pathways A3.1 Develop a coordinated Effective sports development Year 1: A recognised world class sporting A2.1 – NGB Delivery A3.2 Support Performance Sport This objective sets an important Year 1: More students in higher and E3.4 – Celebrate success and excellence approach to create streamlined pathways will enable individuals Undertake an analysis of different pathway system in place. A2.3 – Club Development to ensure that Leeds continues principle that success in elite Secure engagement from the further education on the Talented E3.6 – Major event sporting pathways incorporating to achieve their full potential at sports within Leeds to map More young people will be in A3.2 – Performance sport to be recognised as a centre for sport is a critical feature of 4 professional clubs within the Athlete Scholarship Scheme opportunities the role of NGBs, Higher whatever level of performance. the sporting pathways in place county or regional squads at sporting excellence the sporting offer within Leeds city as part of Sport Leeds, (TASS) (or future equivalent Education and the voluntary sector Concerns have also been noted and identify potential gaps or various age group levels and helps to underpin wider recognising that the most programmes). in consultation that a potential opportunities to work in a more An overall growth in the number aspirations within the Vision for appropriate form of engagement An overall growth in the number implication on the current funding coordinated fashion. This includes of individuals from Leeds who will Leeds 2011 to 2030 to improve the may take different forms. of Leeds’ residents who are part landscape within sport is a the pathways for disability sport. have gained international honours city’s reputation nationally and Years 1-5: of the World, Olympic, European, perceived lack of focus on talent Years 1-3: in any of the 32 Sport England internationally. Nurture and support high Commonwealth Games or pathways. With NGB investment Ensure that the NGB Place Pilot sports. Leeds is widely recognised as performance sport and other championship teams clearly prioritised towards helps to contribute towards a base for sporting excellence, world class sporting assets within Leeds Metropolitan and Leeds participation concerns have been creating more streamlined with the high profile successes Leeds, e.g. the UK Centre for University will maintain a high expressed as to where investment pathways. of athletes during London 2012, Coaching Excellence at Leeds BUCS ranking for talent programmes will come Years 1-5: as well as the recent success Metropolitan University. Examples from. Support the HE sector in of Leeds Rhinos in particular. will be specific to different sports continuing to facilitate links for In addition to four professional but the value of high profile students with local clubs. clubs, Leeds has a number of successes is, and should remain, a sports where it is renowned for key feature of sport in the city. excellence, for e.g. Triathlon. Support strategic developments The performance sport emphasis which will help to reinforce high is also strong within the HE sector. performance needs within the For example, the Leeds Gryphons city, e.g. infrastructure, event Performance Programme aims opportunities, or the potential to develop top-class sports clubs of establishing NGB HQs or high and individuals at the University performance bases within the city. of Leeds, supporting athletes at Extend the STARS scheme to the highest level by creating a support talented disabled athletes. professional sporting environment conducive to sporting excellence.

18 19 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives E1. Developing our People E1.1 Establish Coaching and Coaching is seen as a real Years 1-5: There will be more and more A2.1 – NGB Delivery E1.2 Value our Volunteers Leeds has high levels of Year 1: Increasing numbers of students E1.3 – Skills and employability Officiating pathways to ensure strength within Leeds with a Support strategic opportunities qualified coaches and officials A2.2 – Sport and PE for children volunteering. Sport is the number Develop a central database for gaining leadership and coaching E3.4 – Celebrate success there are more and technically number of high performance such as the Strategy for Sport within Leeds. and young people one choice for all volunteering. sport volunteering in Leeds qualifications and using those E3.6 – Event related better coaches and officials coaches based within the city Coaching developed by Leeds A3.2 – Performance sport 52% of adults who volunteer do so exploring the viability of the skills in community volunteering. volunteering allied to extensive coach education Metropolitan University. in sport. WYSport Sport Makers database A central mechanism for programmes offered by the three As noted under A2.2 put in place a One of the acknowledged being widened using the principles registering and deploying sport Universities. For example Leeds structured process of engagement successes of London 2012 was established with Coach Web to volunteers is in place attracting Metropolitan University offers with the HE sector to ensure the the Games Maker programme connect supply and demand. growing numbers of volunteers over 250 courses per annum, has strategic deployment of student which has undoubtedly helped to Ensure that this links to event year on year. a Community Coaching Officer coaches, officials and volunteers. raise the profile of the important related opportunities. in place to facilitate community Identify opportunities to utilise role of volunteers in sport. This Undertake research to understand links, and is the UK Centre for high performance coaches within is supported with national legacy the motivations of different Coaching Excellence. the city to support and inspire initiatives such as Sport Makers volunteers in order to better Coaching is the grassroots coach development. and Join In, the latter of which match them to volunteering coaching pages of WYSport Year 1: has been awarded Spirit of 2012 opportunities. which provides a central point of Undertake a gap analysis and funding to continue to shine the Learn from good practice information for coaches and those develop an action plan to address light on volunteers. around the country to explore who deploy of coaches across the shortfalls in the number of There are large numbers of opportunities to develop a Games county. appropriately qualified officials for student volunteers via the three Maker legacy group of local WYSport have also teamed up different sports. universities, with many active in Games Makers to champion with local providers, NGBs and the community volunteering in sport in the city. universities to bring together Years 1-5: in one place a comprehensive Maximise the opportunities with calendar of coach education legacy initiatives such as Join In. courses in the county. This Champion provider training to includes details of course leading ensure that volunteer placement to coaching qualifications, providers are volunteer ready. safeguarding and first courses and As noted under A2.2 put in place a other workshops. structured process of engagement Having a pool of appropriately with the HE sector to ensure the qualified officials is well strategic deployment of student recognised particularly through coaches, officials and volunteers contribution of a number of local Work in partnership with FE technical officials supporting Colleges to identify opportunities London 2012. for sport related students to undertake their voluntary work placements locally supporting the aims of this strategy. Ensure that volunteers are appropriately featured and recognised as part of the Annual Leeds Sports Awards.

20 21 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives E1.3 Support and recognise the There are two core elements Year 1: Increasing number of NEETs A1.1 – Strategic policy linkages E2. Developing our Places E2.1 Ensure the accessibility of The wide range of sport and Year 1: An up to date Facilities Strategy A1.2 – Engaging the inactive economic contribution of the sport to this objective. Firstly, is For Sport Leeds to ensure that the being positively engaged through E1.2 – Volunteering high quality places to undertake active lifestyles opportunities Develop a new Facilities Strategy and Playing Pitch Strategy are A1.3 – Targeted interventions and active lifestyles sector to the recognition of sport as an economic contribution of sport sport and active lifestyle related E3.1 – Marketing sport and active lifestyles in Leeds that fall under the remit of this in partnership with NGBs and in place with recommendations A2.1 – NGB Place Pilot creating a skilled and employable engagement and inclusion tool to and active lifestyles is recognised interventions. E3.4 – Celebrate success that support the aims of this strategy means it is important other partners, which evaluates being taken forward. A3.2 – Performance Sport workforce develop the confidence, skills and and supported strategically Growing numbers of sport related strategy. This includes informal that provision is considered in the the current offer of places to Increasing number of sports improve the employability of those through the City Priority Action graduates are getting graduate participation, non-traditional broadest sense extending beyond undertake sport and active facility types with a specified Not in Employment, Education Plans. based jobs / are going onto further settings, and travel links. leisure centre or playing pitch lifestyles including understanding quality assurance standard. or Training (NEET). There is See action under A2.2, E1.1, study (national indicator). provision and considers informal local needs and opportunities to Improved user satisfaction of existing good practice in this and E1.2 regarding the strategic and non-traditional settings. utilise non-traditional settings for sport and leisure facilities in regard through Positive Futures deployment of student volunteers The city has recently undertaken sport and active lifestyles. Leeds. programmes and the Breeze and coaches. This should also a facilities scoping review to Develop an updated Playing Pitch The number of visits to Leisure Sports Academy. include exploring placement ascertain needs going forwards. Strategy in partnership with Centres is maintained (from The second element recognises opportunities in areas such as Leeds does not presently have NGBs and line with Sport England Council Business Plan). the significant knowledge base event management or support for an up to date Facilities or guidance. in the sport and active lifestyles specific research projects. Also Playing Pitch Strategy in place to Years 1-3: sector coming from the three note the cross over with work strategically guide developments. Assimilate the lessons learned Universities and the FE colleges. placement opportunities with the These are seen as important from the Middleton Leisure Centre This knowledge base is also being FE sector noted under E1.2. overarching strategies which also Hub site model as part of the NGB used to support the sector, for help to attract new investment Place Pilot. example with the Universities into facility provision. Support opportunities for the being commissioned to provide Key challenges have been noted strategic co-location of services, capacity and expertise on research regarding the accessibility of e.g. adult social care bases linked programmes. facility provision, particularly with to leisure centres. regards to transport links for Years 1-5: disabled groups, and transport Ensure that the recommendations and social inclusion issues for from new Facilities and Playing more disadvantaged communities. Pitch Strategies are taken forward. There are some significant capital This includes the support of Sport investment programmes under Leeds for strategic infrastructure development, for example, a developments. funding bid for a major cycling Utilise good practice to build and route way, and Leeds Rowing Club develop new partnerships with / new rowing other providers of sport and active venue. lifestyle facilities, particularly in the voluntary and private sector, helping to support the provision of accessible opportunities.

22 23 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives E2.2 Develop Community Access The opening up of more school Year 1: Increased usage of education sites E2.1 – Facilities and Playing Pitch E3. Improved Promotion and E3.1 Ensure that marketing There are a huge number of Year 1: Increased awareness of the A1.2 – engaging the inactive to Education facilities sport facilities for community use Work with Sport England to for community use with provision Strategies Profile and communications plans providers in the sport and active Sport Leeds Board to consider benefits of sport and active A1.3 – Targeted interventions is a major issue nationally with evaluate the current position in line with local needs. A2.2 – Sport and PE for children of sport and active lifestyles lifestyles sector all trying to get the need to include specific lifestyles (as measured through A2.1 – NGB Place Pilot so many schools moving outside regarding community use of and young people providers adopt more coordinated their message to the general marketing and communication future Citizen Panel Surveys). A2.2 – Breeze brand for young local authority control. education facilities within Leeds and targeted approaches to public. For professionals in the representation. people However, it is also recognised that and explore practical ways of communicating with different industry it can be hard to stay on Years 1-2: E3.4 – Celebrate success the issues regarding access are opening access. This evaluation target groups top of all the latest initiatives and Note priority action under A1.2 E3.6 – Major events more complex than just whether should address the complexity of which ones are targeting which regarding exploring the viability a site is open for community issues surrounding community groups and this problem is only of developing a central online use and includes issues such as use access. The outcomes of likely to be exacerbated for the portal to promote sport and active charging, maintenance costs, this work need to align with the general public, particularly for lifestyle opportunities across available facilities, and activities proposed new Facilities and those groups where it is . on offer. Playing Pitch Strategies. important to create the intention Years 1-3: Years 2-5: to be active. Develop best practice in delivering Develop a robust model outlining This objective advocates for a coordinated marketing initiatives the business case for opening more coordinated approach to for specific target groups via the community use of education marketing and communications NGB Place Pilot. sites and proactively engage with where feasible, particularly taking Years 1-5: schools and colleges to support advantages of opportunities for Sport Leeds to identify and them in opening their sites to the cross promotion. Good practice implement an appropriate community. exists in this regard as noted with mechanism to ensure greater the successful Leeds Loves Sport coordination of marketing programme from 2012. messages across partners. Partners within Sport Leeds have This should particularly focus an aspiration to explore a ‘Big on key messages for sport Idea’ that galvanises all partners and active lifestyles in Leeds, involved in the Strategy. This is increasing awareness where it discussed in further detail below is currently low, e.g. disability but inherent within any ‘Big Idea’ sport opportunities, and cross is that it will require a coordinated promotion of complementary marketing campaign to promote it. activity. Identify and disseminate good practice in using social marketing principles to ensure these are adopted in supporting behaviour change. Note the link to the action from A1.2. Note action under A2.2 for Sport Leeds to proactively champion the use of the Breeze brand for young people in Leeds.

24 25 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives E3.2 Optimise investment into In a climate of reduced public Years 1-5: Increased capital and revenue All objectives (particularly A1.1 E3.3 Develop partnership Sport Leeds exemplifies the Year 1: New partnerships will be All objectives sport and active lifestyle provision sector resources, and ever Utilise the knowledge sharing role investment into sport and active and A1.3) opportunities with organisations strength of partnership working Audit who the key providers developed with evidence of the including securing increased increasing accountability behind of Sport Leeds to raise awareness lifestyles in Leeds. in the private and third sectors already in place within the city. are within the sport and active outcomes from such partnerships. investment from external agencies investment into sport and active of investment opportunities and New sources in investment will in support of the aims of this It is clear that the partnerships lifestyles sector. to support the delivery of the aims lifestyles it is vitally important explore opportunities where support the development of sport strategy developed are critical to getting Years 1 to 5: of the strategy to maximise investment into the appropriate to coordinate amongst and active lifestyle provision within things done within Leeds. Develop an engagement plan to sector (both capital and revenue). partners in bids for funding. Leeds. In light of the acknowledged facilitate partnership links with Whilst tracking investment Explore potential sponsorship Individual programmes will have resource challenges this objective identified providers including into sport and active lifestyle opportunities with the private robust monitoring plans in place recognises the importance of exploring the most appropriate provision under this strategy sector in support of the aims of to demonstrate the return on building upon existing as well mechanisms for engagement. would be a significant the strategy. investment. as developing new partnerships, undertaking some tracking of Note links to A1.1 and A1.3 both other providers within the investment does already take regarding implementing an sector and organisations outside place. It is also recognised that appropriate solution regarding the sector but who may have an individual programmes will have its market intelligence including interest in the aims of the strategy. performance measures in place understanding and developing It particularly challenges Sport that enable them to articulate the the evidence base for the positive Leeds and partners to explore value for money and return on impacts of sport and active opportunities with other private investment. lifestyles. This evidence base will and voluntary sector providers be critical in helping to make the of sport and active lifestyle case for future investment. opportunities recognising that there will be common ground. Areas of specific focus for Sport Leeds include the Leeds Sports Awards.

26 27 Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives E3.4 Celebrate success to One of the key aspirations within Year 1: Leeds will become recognised as A3.2 – Performance Sport Proactively explore opportunities to increase the profile of sport in the Vision for Leeds 2011 to 2030 Explore opportunities to celebrate a city for sport. E3.1 – Marketing and comms celebrate success in sport including Leeds, locally, nationally and is to improve the city’s reputation sport in Leeds through the 2013 BBC The Leeds Sports Awards will E3.6 – Major events the development of a public facing internationally nationally and internationally. Sport Personality of the Year to be continue to grow from strength to E3.5 - Advoacy annual review of progress under this Sport has and can continue held at the new Leeds Arena. strength. strategy. to contribute to this, from the Test the feasibility of establishing a success of Olympians and ‘sporting ambassadors’ programme E3.5 For the Sport Leeds Board It is clear from consultation that Years 1-5: Success for this objective will be A1.1 – influencing policy and Paralympians at London 2012, within Leeds to help link local to be the prime advocate for Sport Leeds has a vitally important Undertake an annual review to measured by progress in those commissioning to the success of its professional sporting icons to help inspire others the benefits of sport and active role as the primary advocator for ensure that membership of Sport objectives for which the advocacy A1.2 – engaging the inactive teams, and hosting of major to take part or to be the best they can lifestyles including the wider sport and active lifestyles within Leeds reflects its important an important enabler. E1.3 – skilled and employable sporting events. be in their chosen area. contribution to local social, health the city. It already performs this advocacy role, within Leeds, workforce More locally London 2012 showed Years 1-5: and economic priorities role effectively but the challenges Yorkshire and nationally. E3.2 – maximise investment that sport can generate pride Continue to deliver and build upon that this strategy is trying to To identify appropriate opportunities E3.3 - partnerships amongst communities, whilst it is the successful Leeds Sports Awards address further challenges the and mechanisms to advocate for E3.4 – Celebrating success important to celebrate successes model. In particular consider Sport Leeds Board to be strong the work being delivered under across the breadth of this strategy opportunities to develop award and effective advocators offering this Strategy, for e.g. producing a in order to maintain a high profile categories or find ways to shine credibility beyond that of its more public facing annual progress for sport across key strategic the light on deserving groups and individual parts. report to showcase progress and agencies within the city. individuals that help reinforce the In order to effectively advocate for achievements under the strategy aims of this strategy, e.g. Active the benefits of sport and active across all partners. The audience Lifestyle Award. lifestyles having a strong evidence for such plans should include key Explore the potential of establishing base available is critical. This influencers within Leeds and beyond. the London 2012 Inspired, Leeds objective further reinforces the To champion areas of best practice Loves Sport Festival as an annual need for a solution to how this to the Core Cities Group providing Festival with the aim to encourage evidence base in collated and advocacy for the approach to sport people to get involved with sport, maintained as identified under and active lifestyles in the city to either as active participants or other objectives. stakeholders outside the city. enthusiastic spectators. The Festival would provide a flexible concept E3.6 To continue to attract and Major sporting events are Year 1: A Major Events Strategy will be A3.2 – performance sport for stakeholders to engage with deliver high profile elite and mass strategically important for city given For Sport Leeds to influence the developed for Leeds with sport E1.2 and 1.3 – volunteering, skills potential linkages to explore including participation sporting events to their contribution towards the overall development of a Major Events featuring prominently and Sport and employability supporting the promotion of the the city that support economic city ambition as outlined in the Vision Strategy for the city. For Sport Leeds engaged in helping to E2.1 – Facilities Strategy Breezecard for young people (action prosperity, and the City’s aim to for Leeds. Leeds to ensure that it is engaged maximise the sporting benefits E3.1 – marketing and comms under A2.2), linking to national legacy become the best big city. Sport It is understood that a Major in the development of the sporting from these events. E3.2 – maximise investment initiatives such as Join In, and linking Leeds will take a lead role in Events strategy for the city is elements and that these align to Legacy Plans will be in place for E3.3 – partnership opportunities to individual legacy plans from events maximising the sporting benefits under development, with events the priorities within this strategy all sporting events with reporting E3.4 – celebrate success taking place each year, e.g. the from these events and other major previously attracted on a more including consideration of event against specific objectives. opportunity to tie in with to the Tour sporting events hosted in the UK. opportunistic basis. However, when opportunities aligned to the city’s de France Grand Depart could offer events are secured there is a strong sporting strengths, and disability real profile benefits. commitment to maximise the sports events. Explore opportunities to develop benefits with engagement processes media partnerships to help celebrate in place. success in sport in Leeds.

28 29 5. HOW WILL THE STRATEGY BE DELIVERED

The success of the Strategy will ultimately be dictated by the effectiveness of its implementation. This section outlines the principles Aim Objectives Rationale and current position Priority Actions Measuring Success Links to other objectives of delivery that cut across all aspects of the strategy, emphasises the important contributions of multiple partners to bringing the Strategy London 2012 highlighted the Years 1-5: to life, and reviews the role of Sport Leeds including the overall potential impacts that major Formalise plans to ensure the performance monitoring and reporting. The section concludes by sporting events can have, sporting benefits of hosting summarising how delivery of the Strategy will contribute towards wider including outside of a host city, the Rugby League 2013 World city priorities. if plans are put in place early Cup, Tour de France 2014, and to maximise the opportunities. Rugby Union World Cup 2015 are Principles of delivery Leeds is widely acknowledged to maximised. The following core principles have been identified to underpin delivery have levered a number of tangible Formalise learning and good of the strategy. benefits from the Games. practice in securing legacy − Focus – the need to be clear in the prioritisation of actions. The Games also highlighted benefits from sporting events so that you don’t have to be a host this can be applied in the delivery − Added Value – the importance of demonstrating the added value of city to benefit which is why this of future events. This includes activity, beyond ‘doing more of the same’. objective encourages a wider influencing event hosting budgets, − Evidence based and market focussed – interventions based on review of events hosted outside of effective models of stakeholder evidenced need and tailored to particular sectors of the community. the city which could still provide engagement, and exploring − Partnership working – a real strength and fundamental to the opportunity for sporting benefit opportunities to align existing success of Sport Leeds. Table 4 over page illustrates this point by locally. funding programmes alongside providing a summary of partners contribution to the objectives of the Since London 2012 Leeds has these events (e.g. Leeds Inspired strategy. already been confirmed as a example for RLWC 2013). − Advocacy – the importance of reinforcing the benefits of sport and co-host city for the 2013 Rugby In acknowledgement that elite active lifestyles and the contribution to achieving wider social and League World Cup and 2015 Rugby training camps may fall outside the economic outcomes. Union World Cup, and perhaps remit of a Major Events Strategy, most significantly as the venue for for those partners involved in the − Value for money – ensuring delivery against priorities in a cost the Grand Depart of the 2014 Tour London 2012 Training Camps to effective way. de France. develop a plan for future hosting Beneath these elite global events opportunities and on-going is a programme of hosting age partnerships with teams. group world and European championship events as well as mass participation events such as the Jane Tomlinson 10k run which have an even more direct impact on participation. An additional strand of activity covered under this objective includes the hosting of elite training camps, building from the relationships and successes of the London 2012 Training Camp programme, most notably with the hosting of the Chinese Olympic Team.

30 31 for informal networking, the opportunity for partners to share key Partner A1 Supporting the inactive A2 Retaining & increasing A3 sporting E1 Developing our People E2 Developing E3 Improved Promotion and Profile The role of Sport Leeds in delivering the strategy Performance monitoring and reporting items with the Board, or for partners ask for support on certain to become active participation pathways & our Places Whilst table 4 outlines the central contributions of many partners to A detailed reporting system was implemented to review the ‘Taking the topics are maintained. This ensures variety of content relevant to all excellence the delivery of the Strategy, as the body responsible for the strategy Lead’ Strategy. Consultation noted that this structured reporting didn’t partners. Discussion items on key priorities relevant for that period it is important to elaborate further regarding Sport Leeds role in work in the past so to be effective a different approach is required along should be managed appropriately to strike a balance with the level A1.1 A1.2 A1.3 A2.1 A2.2 A2.3 A.3.1 A3.2 E1.1 E1.2 E1.3 E2.1 E2.2 E3.1 E3.2 E3.3 E3.4 E3.5 E3.6 overseeing its delivery. with a commitment from all organisations represented on Sport Leeds. of detail of discussions and delegating responsibility to a task and There were also some mixed views from stakeholders with regards the Sport Leeds Board finish group to take forward actions outside the meeting. Discussion Sport Leeds prioritisation level of performance monitoring required and whether more detailed 4 4 4 4 4 4 4 4 4 should be focussed on the areas where Sport Leeds can add value. By its definition the strategy covers all elements expected within the targets and KPI reporting was required to ensure accountability over sport and active lifestyles remit and these all have value in helping actions. 6. An annual progress report for the strategy should continue to Leeds strategic partnership be produced with a template produced for ease of reporting. 4 4 4 4 to achieve the vision for the strategy. However, the introduction and In considering the most effective approach going forwards it is strongly boards Contributions would be requested against relevant objectives strategic review set the context of needing to be more focussed recommended that a performance monitoring system be implemented over the 12 month period with organisations asked to confirm a in prioritising specific target groups or areas of activity within the by Sport Leeds for the strategy, particularly given the aspirations for it Leeds City Council commitment to share information. This information would have 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 strategy. to feed into wider strategic plans in the city, all of which have detailed two purposes – the production of a public facing glossy report to be Consultation clearly indicated one particular area of priority for Sport reporting mechanisms in place. This provides the strategy with a shared with key influencers (see E3.5), and for the Board to review HE and FE sector Leeds that is likely to remain consistent across the lifetime of the purpose and focus beyond making statements of intent. 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 strategy, aim 1 – supporting the inactive to become active. progress against the objectives. In producing such an advocacy As the owner of the strategy the future role of Sport Leeds is document it is hoped this will encourage partners to celebrate their The strategic links to the health and wellbeing agenda are clear, and considered within the proposals for performance monitoring. achievements. Health Sector inactivity remains the biggest challenge to overcome for the city. It 4 4 4 4 4 4 4 (including CCGs) is proposed that this becomes an on-going focus of the Sport Leeds Recommended way forward 7. A commitment of resource centrally to oversee this process would Board over the lifetime of the strategy and in light of this consideration 1. Sport Leeds role as an influencing network is well respected and its be required, most particularly with regards to the annual reporting Voluntary / Community should be given to update the Sport Leeds Constitution to reflect the core purpose remains valid. As noted under A1.1 it is recommended process. 4 4 4 4 4 4 4 4 4 4 4 Sport Clubs focus on both sport and active lifestyles. that an annual stakeholder analysis is undertaken to ensure that In addition it is noted that there are a number of major programmes of Sport Leeds maintains a strong strategic influencing role in terms of NGBs policy making and commissioning. 4 4 4 4 4 4 4 4 4 4 4 4 4 activity earmarked or proposed that will provide a focus and relevance for many of the partners on the Sport Leeds Board. The following 2. The representative model of membership of the Sport Leeds Board programmes have the potential to deliver significant benefits aligned to is important to ensure a wide strategic engagement. In future this West Yorkshire Sport 4 4 4 4 4 4 4 4 4 4 the Strategy: should not just be limited to a representative model however with 1. Leeds Let’s Get Active. consideration where there might be particular skills gaps to address, for example marketing and communications (see A3.1). Sport England 2.  New model for delivery of primary and secondary school sport 4 4 4 4 4 4 4 4 4 and PE. 3. The concept of establishing working groups or task and finish groups should be re–established. These will be identified on the basis of 3. NGB Place Pilot. Primary and Secondary Schools identified priorities for Sport Leeds and on the basis of strategic 4 4 4 4 4 4 4 4 4. Implementing a new Facilities Strategy. need at a given time. These groups should have Sport Leeds Board 5. ‘Inspire a Generation’ Legacy Fund for young people. representation but might also include delegated representatives Professional Clubs from Sport Leeds partners to help manage the capacity of Board 6. Annual Leeds Sports Awards. 4 4 4 4 4 4 4 4 4 4 4 members and capitalise on additional skills and experience within 7. Championing Active Workplace programmes. the Sport Leeds network. Youth and Community Groups 8. Championing the Breeze brand across the sector. 4 4 4 4 4 4 4 4 4 4 4. A Board champion should be identified for each aim/enabler within 9. Major event legacy programmes (Rugby League World Cup, Tour de the strategy. The champion’s role would be to maintain a strategic France, Rugby Union World Cup). oversight of that aim/enabler on behalf of the Sport Leeds Board. Leeds Disability Sport Forum 4 4 4 4 4 4 4 4 4 4 10. Campaign to celebrate sport in city. 5. Key areas of priority have been identified for the Sport Leeds Board within the strategy. These should become the focus of discussions Private sector providers at Board meetings and can be planned in advance. In addition it is 4 4 4 4 4 4 4 important to ensure that working principles such as the opportunity

32 33 How the Strategy contributes towards wider city priorities City Priority Link to Strategic Objective How the strategy will contribute Key Programmes The new Sport and Active Lifestyles Strategy presents an important overarching document to drive future developments across the Sport and Active Lifestyles agenda. In doing so the importance of ensuring that the Strategy Best city for health All with a particular focus on The Strategy outlines a strong empirical case for the health benefits of sport and physical − Leeds Let’s Get Active sits within broader city priorities has been highlighted throughout. Table 5 below summarises some of the key ways in which the Strategy will contribute towards the Vision for Leeds with a more detailed overview by theme and wellbeing: helping A1.2, A1.3, A2.1 activity. − Championing Active Workplace programmes contained in Appendices 3-6. people live longer and A major focus of the Strategy is on helping to address health inequalities within the city − NGB Place Pilot Table 5: summary of how the strategy contributes towards wider city priorities have healthier lives and by supporting the inactive to become active. This will be underpinned by the principles ensure that inequalities of adopting a more targeted evidenced based approach to reaching key geographic and City Priority Link to Strategic Objective How the strategy will contribute Key Programmes in health are reduced demographic groups. Best city for children: All with a particular focus on National policy and investment priorities for sport following on from London 2012 are very − Leeds Let’s Get Active Supporting a child- A1.2, A1.3, A2.1, A2.2 focussed on engaging young people into a sporting habit for life. A number of objectives − New model for delivery of primary and secondary school friendly city where are specifically focussed on young people and there are particular opportunities to link into sport and PE Best city to live: where A3.2, E2.1, E3.2, E3.4, E3.6 Leeds has four professional sports teams and a growing profile for hosting world class − Implementing a new Indoor & Outdoor Facilities Strategy children will choose Breeze, the existing brand for young people in the city. − ‘Inspire a Generation’ Legacy Fund for young people people enjoy world class sporting events. It is a city with an ever growing reputation for sport with some fantastic − Major events programme healthy lifestyles − Championing the Breeze brand across the sector culture, sport, leisure opportunities for residents to experience world class sport over coming years through the − Annual Leeds Loves Sport Festival − Annual Leeds Loves Sport Festival and entertainment Rugby League and Rugby Union World Cups and the 2014 Tour de France Grand Depart. Such events also create a positive contribution to the local economy. The Strategy aims to capitalise on what is already in place and further develop this over coming years. Best city for A1.3, A2.1, A2.3, E2.1, E2.2, The social power of sport was highlighted through London 2012 and is reinforced by − Implementing a new Indoor & Outdoor Facilities Strategy communities: Leeds will E3.6 empirical evidence. This strategy will contribute to a sense of place through development of − NGB Place Pilot be an attractive place to a new Indoor and Outdoor Facilities Strategy, and through specific geographical interventions − Annual Leeds Loves Sport Festival Growing a strong A3.2, E1.3, E3.4, E3.6 The role of and support for Major Events and successful professional teams is outlined above. − Annual Leeds Sports Awards live, where people are arising from the NGB Place Pilot. − Major events programme reputation for In addition Leeds has an excellent and growing sporting profile through its Universities. The − Major event legacy programmes (Rugby League World Cup, active and involved in The principles of adopting a targeted approach to reaching communities most in need can Leeds nationally Strategy aims to support the development of human capital in sport related fields and build Tour de France, Rugby Union World Cup) their communities further help to support community cohesion as will the continued growth and development of and internationally, on world class strengths in areas such as coaching. − Implementing a new Indoor & Outdoor Facilities Strategy. community sports clubs across the city. building on the excellent reputation and international profile of the universities, sporting facilities and teams.

34 35 APPENDICES

Appendix 1 – Sport Leeds Board Membership (endorsed by the Sport Leeds Board AGM April 2013) Appendix 2 – Champions of Leeds

Representation Elected Role The voluntary sector nominated by the Leeds Sport Federation 17/4/13 1. Norman Taylor A1 – Supporting the Inactive to Become Active Anna Frearson The health sector 17/4/13 2. Anna Frearson A2 – Retaining and Increasing Participation in Sport & Active Lifestyles Mark Allman LCC Children’s Services (Formerly Edn Leeds) 17/4/13 3. Mark Hopkins A3 – Developing Sporting Pathways & Excellence Malcolm Brown Schools’ representative nominated by the Active Schools 17/4/13 4. Vacant E1 – Developing our People Nigel Harrison Steering Group E2 – Developing our Places Tony Stringwell West Yorkshire Sport 17/4/13 5. Nigel Harrison E3 – Improved Promotion & Profile Gary McCall One elected member nominated by Leeds City Council 17/4/13 6. Cllr Lucinda Yeadon Three representatives of professional sport in Leeds 17/4/13 7. Leon Crick (proposal to become 3 representatives) 8. TBC (YCCC) Appendix 3 – Comparative summary between Leeds and other big cities in England 9. Mick Ferguson Two performance sport representatives 17/4/13 10. Terry Denison 1 session a week (at least 4 APS1 APS2 APS3 APS4 APS5 APS6 APS6 Q3 to APS7 Q2 11. Malcolm Brown sessions of at least moderate (Oct 2005-Oct 2006) (Oct 2007-Oct 2008) (Oct 2008-Oct 2009) (Oct 2009-Oct 2010) (Oct 2010-Oct 2011) (Oct 2011-Oct 2012) Rolling 12 months intensity for at least 30 minutes (Apr 2012-Apr 2013) One representative of the media 17/4/13 12. Mark Absolon in the previous 28 days) One representative of the Health and Fitness Industry 17/4/13 13. Vacant Area Name % Base % Base % Base % Base % Base % Base % Base Three representative of Higher Education 17/4/13 14. Sally Nickson 15. Rob Wadsworth Leeds 36.4 1,029 43.7 509 38.0 502 38.9 508 38.6 504 37.3 514 39.9 492 16. Julie Brunton 33.6 1,095 35.5 540 40.0 1,004 35.1 536 33.3 503 35.5 511 37.1 485 One representative of Further Education 17/4/13 17. Duncan Bulloch Bristol, City of UA 34.6 1,043 37.6 509 38.7 1,003 37.1 517 38.4 501 39.6 484 36.9 475 One representative of Disability Sport 17/4/13 18. James Brown Newcastle upon Tyne 36.2 1,010 35.2 506 40.3 500 34.3 1,012 32.9 503 37.4 473 36.7 486 One representative of women’s sport 17/4/13 19. Sarah Pickford Nottingham UA 34.7 1,235 38.2 1,001 35.3 1,006 36.0 1,017 34.1 537 36.3 532 36.6 512 One representative of BME sport 17/4/13 20. Vacancy Two officers nominated by Leeds City Council (Active Sport Manager 17/4/13 21. Mark Allman Doncaster 28.3 1,016 29.1 501 30.7 503 28.4 500 28.1 502 32.9 499 36.3 484 and Head of Sport) 22. Katy Bowden Wigan 33.2 1,019 36.3 499 36.9 502 32.0 1,002 37.1 501 37.6 513 35.0 503 Five members from the Sport Leeds Network 17/4/13 23. Vacancy 24. Helen Whitrod-Brown 33.0 1,020 34.3 502 35.0 509 37.9 696 35.5 496 39.6 524 34.5 516 25. Jan Burkhardt Liverpool 32.8 1,082 34.9 2,738 37.6 2,614 35.4 2,539 36.2 2,505 33.4 454 34.4 487 26. Charlie Pyatt 27. Vacancy Bradford 33.5 1,007 34.4 504 31.2 502 35.3 503 35.2 500 35.3 497 33.9 501

LCC, Parks and Countryside Service 17/4/13 28. Tony Stringwell Birmingham 29.5 4,290 32.3 5,265 31.9 5,273 33.1 1,289 33.6 593 35.7 593 31.7 520 Co-opted members (maximum of 5) 17/4/13 29. Cheryl Squire Leicester UA 30.6 1,329 30.4 995 32.2 1,008 33.9 568 27.8 500 32.7 512 31.7 493 30. Peter Smith 31. Stewart Ross Coventry 31.2 1,011 40.4 515 31.4 502 30.4 509 35.2 500 30.6 484 30.8 506 31. Gill Keddie

36 37 Appendix 4 – Summary of the contribution towards tackling health inequalities

Strategic Priorities Strategic Priorities Leeds will be a healthy and caring city for all ages with those who are the poorest will improving their health the fastest. The Health and Wellbeing Strategy focuses on five outcomes: Leeds will be a healthy and caring city for all ages with those who are the poorest will improving their health the fastest. The Health and Wellbeing Strategy focuses on five outcomes: − People will live longer and have healthier lives − People are involved in decisions made about them − People will live longer and have healthier lives − People are involved in decisions made about them − People will live full, active and independent lives − People are involved in decisions made about them − People will live full, active and independent lives − People are involved in decisions made about them − People will enjoy the best possible quality of life − People will enjoy the best possible quality of life Aim / Enabler Objective Priority Actions Aim / Enabler Objective Priority Actions A1. Supporting the inactive to become active A1.1 Influence commissioning and policy making to Put in place a process to ensure that the appropriate evidence base is collated and maintained to make the A1.3 Adopt a targeted approach to supporting For Sport Leeds to analyse available market segmentation data in order to commit to prioritising ensure the benefits of active lifestyles are recognised case for sport and physical activities contribution to high level commissioning and policy. the inactive to become active, to retaining and interventions for specific groups within Leeds. and supported increasing participation in sport and active lifestyles. Undertake an annual stakeholder analysis to ensure that Sport Leeds maintains a strong strategic Specific consideration to be given to specific needs To undertake a robust needs analysis for certain target groups, where such an analysis is not currently in influencing role in terms of policy making and commissioning. and challenges faced by Women and Girls, BME place, e.g. disability sport. communities, different age groups, social class Leeds City Council to evaluate the need to undertake an Active People booster survey in order to provide A1.2 Deliver innovative active lifestyles programmes, Secure a common agreement amongst partners on defining who the inactive are in order to more effectively groupings, and Disability. more robust evidence regarding participation trends amongst different groups within the city. in particular the Leeds Let’s Get Active programme, target interventions. helping the inactive to become and stay active For Sport Leeds to implement an appropriate solution to ensuring that its market intelligence of sport and Deliver the Leeds Let’s Get Active programme ensuring key priority groups are targeted, identifying good active lifestyles participation in the city is unparalleled. This includes both understanding the evidence base practice and ensuring sustainable exit routes are in place. Collate the evidence of what works to ensure a and identifying good practice case studies for specific target groups. feedback loop on the effectiveness of interventions within the City whilst working closely with Sport England to ensure the lessons learned shared beyond Leeds. Explore the viability of developing a central online portal to promote sport and active lifestyle opportunities A2 Retaining and increasing participation in Sport A2.1 Working in effective partnership with Sport Deliver the NGB Place Pilot assimilating the lessons learned to inform on-going partnership working across Leeds. Consideration to be given to the needs of different audiences, for e.g. activities specifically and Active Lifestyles England and National Governing Bodies of Sport with NGBs. targeting the inactive placed within a ‘lifestyle’ context. (NGBs) Use the latest evidence of needs and good practice guidance to develop programmes that support the inactive to become active. In particular put in place a mechanism to ensure that good practice in behaviour change models is shared and adopted across Leeds. Learn from existing good practice to champion the delivery of Active Workplace programmes reinforcing key messages about the positive economic benefits. This includes the Active Universities programme for the HE sector. Explore innovative partnership opportunities with other agencies with healthy living objectives, e.g. slimming companies. Explore mechanisms to up skill front line staff (e.g. primary care) to deliver effective interventions to support the inactive become active particularly where the aim is to develop the intention of an individual to become more active. This will also help integrate interventions into routine health and social care plans.

38 39 Strategic Priorities Strategic Priorities Leeds will be a healthy and caring city for all ages with those who are the poorest will improving their health the fastest. The Health and Wellbeing Strategy focuses on five outcomes: Leeds will be a healthy and caring city for all ages with those who are the poorest will improving their health the fastest. The Health and Wellbeing Strategy focuses on five outcomes: − People will live longer and have healthier lives − People are involved in decisions made about them − People will live longer and have healthier lives − People are involved in decisions made about them − People will live full, active and independent lives − People are involved in decisions made about them − People will live full, active and independent lives − People are involved in decisions made about them − People will enjoy the best possible quality of life − People will enjoy the best possible quality of life Aim / Enabler Objective Priority Actions Aim / Enabler Objective Priority Actions A2 Retaining and increasing participation in Sport A2.1 Working in effective partnership with Sport Deliver the NGB Place Pilot assimilating the lessons learned to inform on-going partnership working with E3 Improved Promotion and Profile E3.1 Ensure that marketing and communications Develop best practice in delivering coordinated marketing initiatives for specific target groups via the NGB and Active Lifestyles England and National Governing Bodies of Sport NGBs. plans of sport and active lifestyles providers adopt Place Pilot. Sport Leeds to identify and implement an appropriate mechanism to ensure greater coordination (NGBs) more coordinated and targeted approaches to of marketing messages across partners. This should particularly focus on key messages for sport and active communicating with different target groups lifestyles in Leeds, increasing awareness where it is currently low, e.g. disability sport opportunities, and Lifestyles A2.2 Deliver outstanding sport, active lifestyles and Formalise and implement a new model for overseeing sport and PE in schools and beyond the curriculum cross promotion of complementary activity. physical education opportunities for children and taking into account the changes in funding to secondary to primary schools. young people Identify and disseminate good practice in using social marketing principles to ensure these are adopted in For Sport Leeds to proactively champion the use of the Breeze brand for young people in Leeds including supporting behaviour change. Note the link to the action from A1.2. securing partner commitment to use the Breeze website to promote opportunities and to include activities within the Breezecard. Proactively support teacher training to increase knowledge of sport and active lifestyles considerations when E3.4 Celebrate success to increase the profile of Continue to deliver and build upon the successful Leeds Sports Awards model. In particular consider working with disabled children. sport in Leeds, locally, nationally and internationally opportunities to develop award categories or find ways to shine the light on deserving groups and individuals that help reinforce the aims of this strategy, e.g. Active Lifestyle Award. E2 Developing our Places E2.1 Ensure the accessibility of high quality places Develop a new Facilities Strategy in partnership with NGBs and other partners, which evaluates the current Explore the potential of establishing the London 2012 Inspired, Leeds Loves Sport Festival as an annual to undertake sport and active lifestyles in Leeds offer of places to undertake sport and active lifestyles including understanding local needs and opportunities Festival with the aim to encourage people to get involved with sport, either as active participants or that support the aims of this strategy. This includes to utilise non-traditional settings for sport and active lifestyles. Ensure that the recommendations from new enthusiastic spectators. informal participation, non-traditional settings, and Facilities and Playing Pitch Strategies are taken forward. travel links Assimilate the lessons learned from the Middleton Leisure Centre Hub site model as part of the NGB Place Pilot. E3.5 For the Sport Leeds Board to be the prime Undertake an annual review to ensure that membership of Sport Leeds reflects its important advocacy role, advocators for the benefits of sport and active within Leeds, Yorkshire and nationally. Utilise good practice to build and develop new partnerships with other providers of sport and active lifestyle lifestyles including the wider contribution to local facilities, particularly in the voluntary and private sector, helping to support the provision of accessible social, health and economic priorities To identify appropriate opportunities and mechanisms to advocate for the work being delivered under this opportunities. Strategy.

E2.2 Develop Community Access to Education Develop a robust model outlining the business case for opening community use of education sites and E3.6 To continue to attract and deliver high profile Formalise plans to ensure the sporting benefits of hosting the Rugby League 2013 World Cup, Tour de facilities proactively engage with schools and colleges to support them in opening their sites to the community. elite and mass participation sporting events to the France 2014, and Rugby Union World Cup 2015 are maximised. city that support economic prosperity, and the City’s aim to become the best big city. Sport Leeds will take Formalise learning and good practice in securing legacy benefits from sporting events so this can be applied a lead role in maximising the sporting benefits from in the delivery of future events. these events and other major sporting events hosted in the UK.

40 41 Strategic Priorities Strategic Priorities Leeds will be a child-friendly city where the voices, needs and priorities of children and young people are heard and inform the way decisions are made. Children will choose healthy lifestyles. Leeds will be a child-friendly city where the voices, needs and priorities of children and young people are heard and inform the way decisions are made. Children will choose healthy lifestyles. Aim / Enabler Objective Priority Actions Aim / Enabler Objective Priority Actions A1. Supporting the inactive to become active A1.1 Influence commissioning and policy making to Put in place a process to ensure that the appropriate evidence base is collated and maintained to make the A2 Retaining and increasing participation in Sport A2.1 Working in effective partnership with Sport Deliver the NGB Place Pilot assimilating the lessons learned to inform on-going partnership working with ensure the benefits of active lifestyles are recognised case for sport and physical activities contribution to high level commissioning and policy. and Active Lifestyles England and National Governing Bodies of Sport NGBs. and supported Undertake an annual stakeholder analysis to ensure that Sport Leeds maintains a strong strategic (NGBs) influencing role in terms of policy making and commissioning. A2.2 Deliver outstanding sport, active lifestyles and Put in place a structured process of engagement with the HE sector to ensure the strategic deployment of A1.2 Deliver innovative active lifestyles programmes, Secure a common agreement amongst partners on defining who the inactive are in order to more effectively physical education opportunities for children and student coaches and volunteers in the delivery of programmes for children and young people. in particular the Leeds Let’s Get Active programme, target interventions. young people helping the inactive to become and stay active Formalise and implement a new model for overseeing sport and PE in schools and beyond the curriculum Deliver the Leeds Let’s Get Active programme ensuring key priority groups are targeted, identifying good taking into account the changes in funding to secondary to primary schools. practice and ensuring sustainable exit routes are in place. Collate the evidence of what works to ensure a feedback loop on the effectiveness of interventions within the City whilst working closely with Sport England Within the model of delivery for sport and PE in schools ensure a strong emphasis is made on improving the to ensure the lessons learned shared beyond Leeds. links between schools and community sports clubs. Explore the viability of developing a central online portal to promote sport and active lifestyle opportunities Facilitate NGB provision of specialist coaching in primary schools. across Leeds. Consideration to be given to the needs of different audiences, for e.g. activities specifically Ensure continued emphasis on competition in schools via the School Games programme. targeting the inactive placed within a ‘lifestyle’ context. For Sport Leeds to proactively champion the use of the Breeze brand for young people in Leeds including Use the latest evidence of needs and good practice guidance to develop programmes that support the securing partner commitment to use the Breeze website to promote opportunities and to include activities inactive to become active. In particular put in place a mechanism to ensure that good practice in behaviour within the Breezecard. change models is shared and adopted across Leeds. Deliver the ‘Inspire a generation’ Legacy fund for young people. A1.3 Adopt a targeted approach to supporting For Sport Leeds to analyse available market segmentation data in order to commit to prioritising the inactive to become active, to retaining and interventions for specific groups within Leeds. Proactively support teacher training to increase knowledge of sport and active lifestyles considerations when increasing participation in sport and active lifestyles. working with disabled children. Specific consideration to be given to specific needs To review the findings from Active People Survey 7 to understand the impacts of the altered methodology, recognising that this is likely to cause some anomalies in findings. A2.3 Support Club Development from grass roots Within the model of delivery for sport and PE in schools ensure a strong emphasis is made on improving the and challenges faced by Women and Girls, BME through to Performance Clubs to ensure there links between schools and community sports clubs. communities, different age groups, social class To undertake a robust needs analysis for certain target groups, where such an analysis is not currently in is a strong club infrastructure offering a quality groupings, and Disability. place, e.g. disability sport. experience to members and participants. Leeds City Council to evaluate the need to undertake an Active People booster survey in order to provide E1 Developing our People E1.2 Value our Volunteers As noted under A2.2 put in place a structured process of engagement with the HE sector to ensure the more robust evidence regarding participation trends amongst different groups within the city. strategic deployment of student coaches, officials and volunteers For Sport Leeds to implement an appropriate solution to ensuring that its market intelligence of sport and Work in partnership with FE Colleges to identify opportunities for sport related students to undertake their active lifestyles participation in the city is unparalleled. This includes both understanding the evidence base voluntary work placements locally supporting the aims of this strategy. and identifying good practice case studies for specific target groups. E1.3 Support and recognise the economic See action under A2.2, E1.1, and E1.2 regarding the strategic deployment of student volunteers and coaches. contribution of the sport and active lifestyles sector This should also include exploring placement opportunities in areas such as event management or support to creating a skilled and employable workforce for specific research projects. Also note the cross over with work placement opportunities with the FE sector noted under E1.2.

42 43 Strategic Priorities Strategic Priorities Leeds will be a child-friendly city where the voices, needs and priorities of children and young people are heard and inform the way decisions are made. Children will choose healthy lifestyles. Leeds will be a child-friendly city where the voices, needs and priorities of children and young people are heard and inform the way decisions are made. Children will choose healthy lifestyles. Aim / Enabler Objective Priority Actions Aim / Enabler Objective Priority Actions E2 Developing our Places E2.1 Ensure the accessibility of high quality places Develop a new Facilities Strategy in partnership with NGBs and other partners, which evaluates the current offer of E3.6 To continue to attract and deliver high profile Formalise plans to ensure the sporting benefits of hosting the Rugby League 2013 World Cup, Tour de France 2014, to undertake sport and active lifestyles in Leeds places to undertake sport and active lifestyles including understanding local needs and opportunities to utilise non- elite and mass participation sporting events to the and Rugby Union World Cup 2015 are maximised. that support the aims of this strategy. This includes traditional settings for sport and active lifestyles. Ensure that the recommendations from new Facilities and Playing city that support economic prosperity, and the City’s informal participation, non-traditional settings, and Pitch Strategies are taken forward. aim to become the best big city. Sport Leeds will take Formalise learning and good practice in securing legacy benefits from sporting events so this can be applied in the travel links. a lead role in maximising the sporting benefits from delivery of future events. Assimilate the lessons learned from the Middleton Leisure Centre Hub site model as part of the NGB Place Pilot. these events and other major sporting events hosted Utilise good practice to build and develop new partnerships with other providers of sport and active lifestyle facilities, in the UK. particularly in the voluntary and private sector, helping to support the provision of accessible opportunities. E2.2 Develop Community Access to Education Develop a robust model outlining the business case for opening community use of education sites and facilities proactively engage with schools and colleges to support them in opening their sites to the community. E3 Improved Promotion and Profile E3.1 Ensure that marketing and communications Note priority action under A1.2 regarding exploring the viability of developing a central online portal to promote sport plans of sport and active lifestyles providers adopt and active lifestyle opportunities across Leeds. more coordinated and targeted approaches to communicating with different target groups Develop best practice in delivering coordinated marketing initiatives for specific target groups via the NGB Place Pilot. Sport Leeds to identify and implement an appropriate mechanism to ensure greater coordination of marketing messages across partners. This should particularly focus on key messages for sport and active lifestyles in Leeds, increasing awareness where it is currently low, e.g. disability sport opportunities, and cross promotion of complementary activity. Identify and disseminate good practice in using social marketing principles to ensure these are adopted in supporting behaviour change. Note the link to the action from A1.2. Note action under A2.2 for Sport Leeds to proactively champion the use of the Breeze brand for young people in Leeds. E3.4 Celebrate success to increase the profile of Test the feasibility of establishing a ‘sporting ambassadors’ programme within Leeds to help link local sporting sport in Leeds, locally, nationally and internationally icons to help inspire others to take part or to be the best they can be in their chosen area. Continue to deliver and build upon the successful Leeds Sports Awards model. In particular consider opportunities to develop award categories or find ways to shine the light on deserving groups and individuals that help reinforce the aims of this strategy. Explore the potential of establishing the London 2012 Inspired, Leeds Loves Sport Festival as an annual Festival with the aim to encourage people to get involved with sport, either as active participants or enthusiastic spectators. The Festival would provide a flexible concept for stakeholders to engage with potential linkages to explore including supporting the promotion of the Breezecard for young people (action under A2.2). E3.5 For the Sport Leeds Board to be the prime Undertake an annual review to ensure that membership of Sport Leeds reflects its important advocacy role, advocators for the benefits of sport and active within Leeds, Yorkshire and nationally. lifestyles including the wider contribution to local social, health and economic priorities To identify appropriate opportunities and mechanisms to advocate for the work being delivered under this Strategy.

44 45 Appendix 5 – Summary of the contribution to the local economy

Strategic Priorities Strategic Priorities Leeds aspires to have a prosperous and sustainable economy. The city has ambitions to be strong nationally and internationally, among other areas, building on the excellent reputation and international profile of the Leeds aspires to have a prosperous and sustainable economy. The city has ambitions to be strong nationally and internationally, among other areas, building on the excellent reputation and international profile of the universities, sporting facilities and teams to create a city that is a world-class destination for all in a global economy. universities, sporting facilities and teams to create a city that is a world-class destination for all in a global economy. Aim / Enabler Objective Priority Actions Aim / Enabler Objective Priority Actions A1. Supporting the inactive to become active A1.1 Influence commissioning and policy making to Put in place a process to ensure that the appropriate evidence base is collated and maintained to make the E3 Improved Promotion and Profile E3.2 Maximise investment into sport and active Utilise the knowledge sharing role of Sport Leeds to raise awareness of investment opportunities and ensure the benefits of active lifestyles are recognised case for sport and physical activities contribution to high level commissioning and policy. lifestyle provision including securing increased explore opportunities where appropriate to coordinate amongst partners in bids for funding. and supported Undertake an annual stakeholder analysis to ensure that Sport Leeds maintains a strong strategic investment from external agencies to support the Explore potential sponsorship opportunities with the private sector in support of the aims of the strategy. influencing role in terms of policy making and commissioning. delivery of the aims of the strategy A1.2 Deliver innovative active lifestyles programmes, Secure a common agreement amongst partners on defining who the inactive are in order to more effectively E3.3 Develop partnership opportunities with Develop an engagement plan to facilitate partnership links with identified providers including exploring the in particular the Leeds Let’s Get Active programme, target interventions. organisations in the private and third sectors in most appropriate mechanisms for engagement. helping the inactive to become and stay active Deliver the Leeds Let’s Get Active programme ensuring key priority groups are targeted, identifying good support of the aims of this strategy practice and ensuring sustainable exit routes are in place. E3.4 Celebrate success to increase the profile of Explore opportunities to celebrate sport in Leeds through the 2013 BBC Sport Personality of the Year to be Learn from existing good practice to champion the delivery of Active Workplace programmes reinforcing key sport in Leeds, locally, nationally and internationally held at the new Leeds Arena. messages about the positive economic benefits. This includes the Active Universities programme for HE. Test the feasibility of establishing a ‘sporting ambassadors’ programme within Leeds. A1.3 Adopt a targeted approach to supporting For Sport Leeds to analyse available market segmentation data in order to commit to prioritising Continue to deliver and build upon the successful Leeds Sports Awards model. the inactive to become active, to retaining and interventions for specific groups within Leeds. Explore the potential of establishing the London 2012 Inspired, Leeds Loves Sport Festival as an annual increasing participation in sport and active lifestyles. Leeds City Council to evaluate the need to undertake an Active People booster survey in order to provide Festival with the aim to encourage people to get involved with sport, either as active participants or Specific consideration to be given to specific needs more robust evidence regarding participation trends amongst different groups within the city. enthusiastic spectators. and challenges faced by Women and Girls, BME For Sport Leeds to implement an appropriate solution to ensuring that its market intelligence of sport and E3.5 For the Sport Leeds Board to be the prime Undertake an annual review to ensure that membership of Sport Leeds reflects its important advocacy role, communities, different age groups, social class active lifestyles participation in the city is unparalleled. This includes both understanding the evidence base advocators for the benefits of sport and active within Leeds, Yorkshire and nationally. groupings, and Disability. and identifying good practice case studies for specific target groups. lifestyles including the wider contribution to local To identify appropriate opportunities and mechanisms to advocate for the work being delivered under this A3 Developing sporting pathways and excellence A3.2 Support Performance Sport to ensure that Nurture and support high performance sport and other world class sporting assets within Leeds, e.g. the social, health and economic priorities Strategy. Leeds continues to be recognised as a centre for UK Centre for Coaching Excellence at Leeds Metropolitan University. Examples will be specific to different E3.6 To continue to attract and deliver high profile For Sport Leeds to influence the development of a Major Events Strategy for the city. For Sport Leeds to sporting excellence sports but the value of high profile successes is, and should remain, a key feature of sport in the city. elite and mass participation sporting events to the ensure that it is engaged in the development of the sporting elements and that these align to the priorities Support strategic developments which will help to reinforce high performance needs within the city, e.g. city that support economic prosperity, and the City’s within this strategy including consideration of event opportunities aligned to the city’s sporting strengths, infrastructure, event opportunities, or the potential of establishing NGB HQs or high performance bases aim to become the best big city. Sport Leeds will take and disability sports events. within the city. a lead role in maximising the sporting benefits from Formalise plans to ensure the sporting benefits of hosting the Rugby League 2013 World Cup, Tour de E1 Developing our People E1.1 Establish Coaching and Officiating pathways Support strategic opportunities such as the Strategy for Sport Coaching developed by Leeds Metropolitan these events and other major sporting events hosted France 2014, and Rugby Union World Cup 2015 are maximised. to ensure there are more and technically better University. in the UK. Formalise learning and good practice in securing legacy benefits from sporting events so this can be coaches and officials Put in place a structured process of engagement with the HE sector to ensure the strategic deployment of applied in the delivery of future events. This includes influencing event hosting budgets, effective models of student coaches, officials and volunteers. stakeholder engagement, and exploring opportunities to align existing funding programmes alongside these events (e.g. Leeds Inspired example for RLWC 2013). E1.2 Value our Volunteers Work in partnership with FE Colleges to identify opportunities for sport related students to undertake their For those partners involved in the London 2012 Training Camps to develop a plan for future hosting voluntary work placements locally supporting the aims of this strategy. opportunities and on-going partnerships with teams. E1.3 Support and recognise the economic For Sport Leeds to ensure that the economic contribution of sport and active lifestyles is recognised and contribution of the sport and active lifestyles sector supported strategically through the City Priority Action Plans. to creating a skilled and employable workforce See action under E1.1regarding the strategic deployment of student volunteers and coaches. This should also include exploring placement opportunities in areas such as event management or support for specific research projects. Also note the cross over with work placement opportunities with the FE sector noted under E1.2.

46 47 Appendix 6 – Summary of the contribution towards building cohesive and harmonious communities

Strategic Priorities Strategic Priorities Leeds aspires to have a prosperous and sustainable economy. The city has ambitions to be strong nationally and internationally, among other areas, building on the excellent reputation and international profile of the Leeds aspires to have a prosperous and sustainable economy. The city has ambitions to be strong nationally and internationally, among other areas, building on the excellent reputation and international profile of the universities, sporting facilities and teams to create a city that is a world-class destination for all in a global economy. universities, sporting facilities and teams to create a city that is a world-class destination for all in a global economy. Aim / Enabler Objective Priority Actions Aim / Enabler Objective Priority Actions A1. Supporting the inactive to become active A1.1 Influence commissioning and policy making to Put in place a process to ensure that the appropriate evidence base is collated and maintained to make the E1 Developing our People E1.2 Value our Volunteers Develop a central database for sport volunteering in Leeds exploring the viability of the WYSport Sport ensure the benefits of active lifestyles are recognised case for sport and physical activities contribution to high level commissioning and policy. Makers database being widened using the principles established with Coach Web to connect supply and and supported Undertake an annual stakeholder analysis to ensure that Sport Leeds maintains a strong strategic demand. Ensure that this links to event related opportunities. influencing role in terms of policy making and commissioning. Undertake research to understand the motivations of different volunteers in order to better match them to volunteering opportunities. A1.2 Deliver innovative active lifestyles programmes, Secure a common agreement amongst partners on defining who the inactive are in order to more effectively Learn from good practice around the county to explore opportunities to develop a Games Maker legacy group in particular the Leeds Let’s Get Active programme, target interventions. of local Games Makers to champion volunteering in sport in the city. helping the inactive to become and stay active Deliver the Leeds Let’s Get Active programme ensuring key priority groups are targeted, identifying good Maximise the opportunities with legacy initiatives such as Join In. practice and ensuring sustainable exit routes are in place. Collate the evidence of what works to ensure a Champion provider training to ensure that volunteer placement providers are volunteer ready. feedback loop on the effectiveness of interventions within the City whilst working closely with Sport England As noted under A2.2 put in place a structured process of engagement with the HE sector to ensure the to ensure the lessons learned shared beyond Leeds. strategic deployment of student coaches, officials and volunteers Use the latest evidence of needs and good practice guidance to develop programmes that support the Work in partnership with FE Colleges to identify opportunities for sport related students to undertake their inactive to become active. In particular put in place a mechanism to ensure that good practice in behaviour voluntary work placements locally supporting the aims of this strategy. change models is shared and adopted across Leeds. Ensure that volunteers are appropriately featured and recognised as part of the Annual Leeds Sports A1.3 Adopt a targeted approach to supporting For Sport Leeds to analyse available market segmentation data in order to commit to prioritising Awards. the inactive to become active, to retaining and interventions for specific groups within Leeds. E2 Developing our Places E2.1 Ensure the accessibility of high quality places Develop a new Facilities Strategy in partnership with NGBs and other partners, which evaluates the current offer increasing participation in sport and active lifestyles. To undertake a robust needs analysis for certain target groups, where such an analysis is not currently in to undertake sport and active lifestyles in Leeds of places to undertake sport and active lifestyles including understanding local needs and opportunities to utilise Specific consideration to be given to specific needs place, e.g. disability sport. that support the aims of this strategy. This includes non-traditional settings for sport and active lifestyles. Ensure that the recommendations from new Facilities and and challenges faced by Women and Girls, BME Leeds City Council to evaluate the need to undertake an Active People booster survey in order to provide informal participation, non-traditional settings, and Playing Pitch Strategies are taken forward. communities, different age groups, social class more robust evidence regarding participation trends amongst different groups within the city. travel links Assimilate the lessons learned from the Middleton Leisure Centre Hub site model as part of the NGB Place Pilot. groupings, and Disability. For Sport Leeds to implement an appropriate solution to ensuring that its market intelligence of sport and Utilise good practice to build and develop new partnerships with other providers of sport and active lifestyle active lifestyles participation in the city is unparalleled. This includes both understanding the evidence base facilities, particularly in the voluntary and private sector, helping to support the provision of accessible and identifying good practice case studies for specific target groups. opportunities. A2 Retaining and increasing participation in Sport A2.1 Working in effective partnership with Sport Deliver the NGB Place Pilot assimilating the lessons learned to inform on-going partnership working with and Active Lifestyles England and National Governing Bodies of Sport NGBs. E2.2 Develop Community Access to Education Develop a robust model outlining the business case for opening community use of education sites and (NGBs) facilities proactively engage with schools and colleges to support them in opening their sites to the community. A2.2 Deliver outstanding sport, active lifestyles and Within the new model of delivery for sport and PE in schools ensure a strong emphasis is made on improving physical education opportunities for children and the links between schools and community sports clubs. young people A2.3 Support Club Development from grass roots Undertake an analysis of clubs in Leeds to understand needs and potential gaps in provision, including through to Performance Clubs to ensure there competition opportunities, and the offer for disability sport is a strong club infrastructure offering a quality As noted under A2.2, ensure a strong emphasis is made on improving the links between schools and experience to members and participants. community sports clubs.

48 49 Strategic Priorities Leeds aspires to have a prosperous and sustainable economy. The city has ambitions to be strong nationally and internationally, among other areas, building on the excellent reputation and international profile of the universities, sporting facilities and teams to create a city that is a world-class destination for all in a global economy. Aim / Enabler Objective Priority Actions E3 Improved Promotion and Profile E3.1 Ensure that marketing and communications Sport Leeds to identify and implement an appropriate mechanism to ensure greater coordination of plans of sport and active lifestyles providers adopt marketing messages across partners. This should particularly focus on key messages for sport and active more coordinated and targeted approaches to lifestyles in Leeds, increasing awareness where it is currently low, e.g. disability sport opportunities, and communicating with different target groups cross promotion of complementary activity. E3.4 Celebrate success to increase the profile of Test the feasibility of establishing a ‘sporting ambassadors’ programme within Leeds to help link local sport in Leeds, locally, nationally and internationally sporting icons to help inspire others to take part or to be the best they can be in their chosen area. Continue to deliver and build upon the successful Leeds Sports Awards model. In particular consider opportunities to develop award categories or find ways to shine the light on deserving groups and individuals that help reinforce the aims of this strategy. Explore the potential of establishing the London 2012 Inspired, Leeds Loves Sport Festival as an annual Festival with the aim to encourage people to get involved with sport, either as active participants or enthusiastic spectators. E3.5 For the Sport Leeds Board to be the prime Undertake an annual review to ensure that membership of Sport Leeds reflects its important advocacy role, advocators for the benefits of sport and active within Leeds, Yorkshire and nationally. lifestyles including the wider contribution to local To identify appropriate opportunities and mechanisms to advocate for the work being delivered under this social, health and economic priorities Strategy.

E3.6 To continue to attract and deliver high profile Formalise plans to ensure the sporting benefits of hosting the Rugby League 2013 World Cup, Tour de elite and mass participation sporting events to the France 2014, and Rugby Union World Cup 2015 are maximised. city that support economic prosperity, and the City’s Formalise learning and good practice in securing legacy benefits from sporting events so this can be applied aim to become the best big city. Sport Leeds will take in the delivery of future events. a lead role in maximising the sporting benefits from these events and other major sporting events hosted in the UK.

50 Inspiring An Active City

For further information on the 2013-2018 strategy documents, please contact: Helen Evans Leeds City Council Sport & Active Lifestyles Email: [email protected] www.sportleeds.co.uk