HS/S5/17/21/A

HEALTH AND SPORT COMMITTEE

AGENDA

21st Meeting, 2017 (Session 5)

Tuesday 26 September 2017

The Committee will meet at 10.00 am in the James Clerk Maxwell Room (CR4).

1. Subordinate legislation: The Committee will consider the following negative instruments—

Natural Mineral Water, Spring Water and Bottled Drinking Water (Scotland) Amendment Regulations 2017 (SSI 2017/287)

The National Health Service (General Dental Services) (Scotland) Amendment Regulations 2017 (SSI 2017/289)

2. Sport for Everyone: The Committee will take evidence from—

Linda Macdonald, Innovation and Learning Manager, The Robertson Trust;

Sheila Begbie, Director of Domestic Rugby/Interim Head of Women & Girls Rugby, Scottish Rugby;

Andrea Cameron, Head of School of Social & Health Sciences, Abertay University;

Kim Paterson, Sports Development Officer, Moray Council;

Billy Garrett, Director of Sport and Events, Glasgow Life.

3. NHS Governance: The Committee will take evidence on staff governance from—

Shona Robison, Cabinet Secretary for Health and Sport, Paul Gray, Director General Health & Social Care and Chief Executive NHSScotland, and Shirley Rogers, Director of Health Workforce and Strategic Change, Scottish Government.

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4. Sport for Everyone (in private): The Committee will consider the evidence heard earlier in the session.

5. NHS Governance (in private): The Committee will consider the evidence heard earlier in the session.

David Cullum Clerk to the Health and Sport Committee Room T3.60 The Scottish Parliament Edinburgh Tel: 0131 348 5210 Email: [email protected] HS/S5/17/21/A

The papers for this meeting are as follows—

Agenda item 1

Note by the clerk HS/S5/17/21/1

Agenda item 2

PRIVATE PAPER HS/S5/17/21/2 (P)

PRIVATE PAPER HS/S5/17/21/3 (P)

Sport for Everyone Written Submissions HS/S5/17/21/4

Agenda item 3

PRIVATE PAPER HS/S5/17/21/5 (P)

HS/S5/17/21/1

Health and Sport Committee 21st Meeting, 2017 (Session 5), Tuesday, 26th September 2017 Subordinate Legislation Briefing

Overview of instruments 1. There are two negative instruments for consideration at today’s meeting:

 Natural Mineral Water, Spring Water and Bottled Drinking Water (Scotland) Amendment Regulations 2017 (SSI 2017/287)  The National Health Service (General Dental Services) (Scotland) Amendment Regulations 2017 (SSI 2017/289)

Natural Mineral Water, Spring Water and Bottled Drinking Water (Scotland) Amendment Regulations 2017 (SSI 2017/287)

Background 9. These Regulations amend the Natural Mineral Water, Spring Water and Bottled Drinking Water (Scotland) (No. 2) Regulations 2007 (“the 2007 Regulations”) consequent to amendments made by Commission Directive (EU) 2015/1787 amending Annexes II and III to Council Directive 98/83/EC as regards the quality of water intended for human consumption (OJ L 260 7.10.2015, p.6) (“the Directive”). These Regulations transpose the provisions of the Directive only in respect of bottled drinking water which is marketed as spring water or bottled drinking water. The remaining provisions of the Directive are implemented by the Public Water Supplies (Scotland) Amendment Regulations 2017 and the Water Intended for Human Consumption (Private Supplies) (Scotland) Regulations 2017. 10. Regulation 2 removes the obligations on food authorities to check monitor and to audit monitor spring water and bottled drinking water in regulation 16 and schedules 9 to 11 of the 2007 Regulations. 11. A Regulatory Impact Assessment of the effect these Regulations will have on the costs of business, the voluntary sector and the public sector has been prepared and placed in the Scottish Parliament Information Centre. Copies may be obtained from Food Standards Scotland, Pilgrim House, Old Ford Road, Aberdeen, AB11 5RL. The policy note from the instrument is attached at Annexe A. 12. An electronic copy of the instrument is available at: http://www.legislation.gov.uk/ssi/2017/287/contents/made 13. There has been no motion to annul this instrument. 14. The Committee needs to report by 30 October 2017 Delegated Powers and Law Reform Committee consideration 15. The Delegated Powers and Law Reform Committee considered the instrument at its meeting on 19 September 2017. The Committee determined that it did not need to draw the attention of the Parliament to this instrument on any grounds within its remit.

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The National Health Service (General Dental Services) (Scotland) Amendment Regulations 2017 (SSI 2017/289)

Background 16. These Regulations amend the National Health Service (General Dental Services) (Scotland) Regulations 2010 (“2010 Regulations”). The 2010 Regulations provide for arrangements under which general dental services are provided by Health Boards in Scotland in terms of the National Health Service (Scotland) Act 1978. In addition to minor and drafting amendments, the Regulations make a number of changes of substance which fall into 3 main categories: 1. The Regulations clarify the circumstances in which dentists applying to join sub-part A of the first part of a Health Board’s dental list require to have first undertaken mandatory training provided by NHS Education for Scotland (NES), and impose similar requirements on certain dentists applying to join the second part of a dental list. These amendments to the 2010 Regulations come into force on 26th October 2017 (regulations 3(1)(a), (g), (i) and (j), 4, 10, 12 and 13). 2. The Regulations replace the requirement on dentists to undertake clinical audit activities with a requirement to undertake quality improvement activities- a broader concept. These amendments to the 2010 Regulations come into force on 26th October 2017 (regulations 5 and 11(13)). 3. The Regulations insert deadlines by which estimates for prior approval and payment claims for treatment provided under general dental services must be submitted electronically and allow for certain forms or information to be provided by electronic communication. There are 4 separate dates on which these amendments come into force:  26th October 2017 (regulation 11(11));  1st January 2018 (regulations 3(1)(b), (c), (e), (f) and (h) and (2), 7, 8, 9, 11(1) to (3), (4)(b) and (5) to (10));  1st October 2018 (regulation 11(12)); and  1st January 2019 (regulations 3(1)(d), 6 and 11(4)(a)). The Policy note from the instrument is attached at Annexe B. 17. An electronic copy of the instrument is available at: http://www.legislation.gov.uk/ssi/2017/289/contents/made 18. There has been no motion to annul this instrument. 18. The Committee needs to report by 30 October 2017 Delegated Powers and Law Reform Committee consideration 19. The Delegated Powers and Law Reform Committee considered the instrument at its meeting on 19 September 2017. The Committee determined that it did not need to draw the attention of the Parliament to this instrument on any grounds within its remit.

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ANNEXE A POLICY NOTE THE NATURAL MINERAL WATER, SPRING WATER AND BOTTLED DRINKING WATER (SCOTLAND) AMENDMENT REGULATIONS 2017 SSI 2017 No. 287 1. Description 1.1 The above instrument was made by the Scottish Ministers in exercise of the powers conferred by sections 6(4), 16(1), 17(1), 26(1) (a) and (3), 31 and 48(1) of the Food Safety Act 1990 and all other powers enabling them to do so. This instrument is subject to the negative procedure. 2. Policy Objective 2.1 These Regulations are necessary to meet the following objectives: To amend the Natural Mineral Water, Spring Water and Bottled Drinking Water (Scotland) (No. 2) Regulations 2007 in relation to bottled drinking water which is marketed as spring water or bottled drinking water to:  Transpose Commission Directive (EU) 2015/1787 in relation to an amendment to Annex II to Directive 98/83/EC on the quality of drinking water which takes effect from 27 October 2017.  Enable the execution of the requirements of the Commission Directive. 3. Policy Background 3.1 The Natural Mineral water, Spring Water and Bottled Drinking Water (Scotland) (No. 2) Regulations 2007, as amended, implement Commission Directive (EU) 2015/1787 in relation to an amendment to Annex II to Directive 98/83/EC on the quality of drinking water, removing the need for check monitoring and audit monitoring by local authorities. 3.2 The EU legal requirements for check monitoring and audit monitoring have been removed because they have been superseded by the requirements in other food safety legislation introduced since 1998: i. The General Food Regulations 2004 prohibit a Food Business Operator (FBO) from producing food that is unsafe. This includes foods that contain certain ingredients or contaminants above safe levels. These Regulations enable the enforcement of Regulation (EC) 178/2002 which include the general principles and requirements of food law and procedures regarding food safety. ii. FBOs are required, under the Food Hygiene Regulations (Scotland) 2006 to produce a Food Safety management plan based on Hazard Analysis and Critical Control Point (HACCP) principles. This plan has to show how the FBO identifies and controls hazards. These Regulations enable the enforcement of Regulation (EC) 852/2004 on the hygiene of foodstuffs. iii. Local authorities, as food authorities, will still be required to carry out official controls inspections as required by Regulation (EU) 882/2004 to ensure the water is safe and complies with all relevant regulations. HS/S5/17/21/1

3.3 It is therefore proposed to amend regulation 16(2) of, and delete Schedules 9, 10 and 11 to our 2007 Regulations (as amended) to remove the requirement for check monitoring and audit monitoring. 3.4 In addition to the amendments described above, we are taking the opportunity to correct an error - Regulation 2 (f) corrects a duplication error in the Natural Mineral Water, Spring Water and Bottled Drinking Water (Scotland) (No 2) Regulations 2007 in relation to parameters for Tritium and Total Indicative Dose. These are described in both Table A in Part 2 of Schedule 2 and Part 3 of Schedule 12 of the 2007 Regulations but are only required in Schedule 12. 3.5 The legislative requirements for the monitoring of natural mineral waters are dealt with separately as are the requirements for radioactivity monitoring of bottled drinking water which is marketed as spring water or bottled drinking water. 4. Consultation 4.1 On 5 June 2017, the Food Standards Sub-Committee of the Scottish Food Enforcement Liaison Committee was consulted about the potential impact of the regulations on local authority Environmental Health Departments but had no comments to offer. 4.2 123 interested parties were consulted between 4 July 2017 to 1 August 2017 on the draft Scottish Regulations and the Business and Regulatory Impact Assessment. Those consulted included enforcement authorities, producers of bottled drinking waters and spring waters, a consumer organisation and trade associations. The consultation was available on the Food Standards Scotland (FSS) Citizen Space website. 4.3 In the consultation documents FSS explained that in its view bottled drinking water and spring water businesses would not be impacted by the draft Scottish Regulations but that this would be reviewed should consultation responses disagree. 4.4 FSS received two responses from local authority Environmental Health Departments, one from a bottled water trade association, one from a bottled water producer and one from a stakeholder who wished to remain anonymous. All responses agreed with our proposals on legislation and either agreed with the impact assessment or did not provide any information on impacts on businesses. Accordingly only a final Regulatory Impact Assessment has been produced. 5. Other Administrations 5.1 These Regulations apply in relation to Scotland only. However, equivalent legislation will be introduced in the other UK countries. 6. Guidance 6.1 Guidance will not be required. Local authority check and audit monitoring are simply no longer needed as existing requirements in other food safety regulations are sufficient. 7. Impact Assessment 7.1 A final Regulatory Impact Assessment has been prepared following public consultation and it accompanies this note. 8. Regulating small businesses HS/S5/17/21/1

8.1 This Regulation impacts only on Enforcement Authorities and will not affect businesses involved with the production of spring water or bottled drinking water. 9. Monitoring 9.1 No specific monitoring will be required - the requirement for check and audit monitoring is being removed as existing requirements in other food safety regulations are sufficient.

Contact: Stewart Herd Food Standards Scotland Pilgrim House Old Ford Road Aberdeen AB11 5RL Tel: 01224 285154 Email: [email protected]

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ANNEXE B POLICY NOTE THE NATIONAL HEALTH SERVICE (GENERAL DENTAL SERVICES) (SCOTLAND) AMENDMENT REGULATIONS 2017 SSI 2017/289 The above instrument was made in exercise of the powers conferred by sections 25(1), (2) and (2A), 28A(4), 105(7) and 106(a) of the National Health Service (Scotland) Act 1978 and all other powers enabling them to do so. The instrument is subject to negative procedure. Policy Objectives The main purpose of this instrument is to amend the National Health Service (General Dental Services) (Scotland) Regulations 2010 (“the 2010 Regulations”) (S.S.I. 2010/208) to:  correct drafting errors inserted by the National Health Service (General Dental Services) (Scotland) Amendment Regulations 2016 (“the 2016 Regulations”) (S.S.I. 2016/53);  clarify the circumstances in which dentists applying to join sub-part A of the first part of a Health Board’s dental list (as “contractors”) require to have satisfactorily completed mandatory training provided by NHS Education for Scotland (NES) and the test of knowledge set by NES, and impose similar requirements on certain dentists applying to join the second part of a dental list (as “assistants”);  insert deadlines by which estimates for prior approval and payment claims for treatment provided under general dental services must be submitted electronically;  allow for certain forms or information to be provided by means of electronic communication, while requiring other forms or information to continue to be provided in writing;  replace the requirement on dentists to undertake clinical audit activities with a requirement to undertake a broader range of “quality improvement activities”. Mandatory Training Regulation 2(5) of the 2016 Regulations inserted new paragraphs (v) and (w) to Part IA (information, declarations, certificate, applications, disclosure requests etc.) of schedule 2 of the 2010 Regulations. The intention behind this amendment was to require dentists applying to join the dental list as contractors or assistants for the first time, or where returning to clinical work after a specified absence to satisfactorily complete training, proof of which would be a certificate from NES. The following errors were identified in Regulation 2(5) of the 2016 Regulations:  paragraph 1 of Part IA of schedule 2 of the 2010 Regulations already contained a subparagraph (v). The new sub-paragraphs inserted by the 2016 Regulations should have been (w) and (x);  Part IA of schedule 2 of the 2010 Regulations applies only to those applying to join a dental list as contractors. Part II of schedule 2 applies to those HS/S5/17/21/1

applying to join the dental list as assistants and the provisions inserted by sub-paragraphs (v) and (w) of paragraph 1 of Part IA should have been replicated in Part II. An undertaking was given to correct these drafting errors at the first opportunity. The instrument (1) sets out the requirements for mandatory training and (2) corrects the errors which arose from the 2016 Regulations. 1. Requirements for mandatory training Certain dentists applying to join a dental list as a contractor or assistant require to undertake mandatory training when applying to join the dental list for the first time or returning to the dental list after not being included in the list for 12 months or more. New regulation 5A of the 2010 Regulations (inserted by regulation 4 of the instrument) sets out who those dentists are. There are two parts to this training - “Part 1 training” and “Part 2 training” (new definitions are inserted in the 2010 Regulations). Regulation 5A of the 2010 Regulations also sets out which dentists require to satisfactorily complete both parts of mandatory training, or Part 2 only, before applying to join a dental list. Those dentists who undertake mandatory training also have to satisfactorily complete a test of knowledge within 6 weeks of completion of training. A definition of “test of knowledge” is inserted into the 2010 Regulations and new schedule A1 of the 2010 Regulations sets down a list of topics on which questions may be asked in that test. 2. Correction of errors Regulation 12 amends paragraph 1 of Part 1A of schedule 2 of the 2010 Regulations to correct the lettering error by substituting new sub-paragraphs (w) and (x) into the 2010 Regulations for sub-paragraphs (v) and (w) . New sub-paragraph (w) requires certain dentists (who are specified in regulation 5A(3) of the 2010 Regulations) applying for inclusion in a dental list as a contractor to provide a certificate confirming satisfactory completion of Part 2 mandatory training and the test of knowledge. New sub-paragraph (x) requires certain other dentists applying for inclusion in a dental list as a contractor (who are specified in regulation 5A(4) and (6) of the 2010 Regulations) to provide a certificate confirming satisfactory completion of Part 1 and Part 2 mandatory training and the test of knowledge. Regulation 13 amends paragraph 1 of Part II of schedule 2 of the 2010 Regulations to insert new sub- paragraphs (l) and (m). These new provisions replicate the requirements for dentists applying to join a dental list as a contractor for those applying to join the list as an assistant. Electronic Submission of Estimate and Payment Claims/Communication As part of a vision for eDentisty target dates were set for the electronic submission of estimates for prior approval and payment claims. From these dates paper estimates and claims for payment will no longer be accepted. Regulation 11(9) amends paragraph 20 of schedule 1 of the 2010 Regulations to require all claims for fees and other remuneration for the provision of general dental services to be submitted by electronic communication from 1 January 2018, with the exception of claims submitted in respect of orthodontic treatment. New paragraph 20(2A) of the 2010 Regulations allows orthodontic claims to continue to be submitted by post or hand until 31 December 2018. Regulation 11(12) amends paragraph 29 of schedule 1 of the 2010 Regulations to require all estimates for prior approval of a proposed course of NHS dental care and HS/S5/17/21/1 treatment to be submitted by electronic communication from 1 October 2018, with the exception of estimates submitted in respect of orthodontic treatment. New paragraph 29(4) of the 2010 Regulations allows orthodontic estimates to continue to be submitted by post or hand until 31 December 2018. Regulation 3(1)(c) inserts an interim definition of “estimate”, which ceases when the definition of “estimate” in regulation 3(1)(d) comes into effect on 1 January 2019. A number of amendments have been made to the 2010 Regulations to allow for certain forms or information to be provided by means of electronic communication, while requiring other forms or information to continue to be provided in writing. Clinical Audit/Quality Improvement Dentists are required under paragraph 40 (clinical audit activities) of schedule 1 of the 2010 Regulations to undertake clinical audit activities. The current definition of clinical audit activities restricts the type of projects that dentists can undertake. The replacement of the requirement to undertake clinical audit activities with a requirement to undertake “quality improvement activities” will broaden the scope of activities that can be undertaken. Regulations 5 and 11(13) replace references to clinical audit with references to quality improvement. Consultation The British Dental Association (Scotland) has been made aware of these Amendment Regulations. Impact Assessment The Cabinet Secretary for Health and Wellbeing confirms that no Equality Impact Assessment is required as this instrument has no adverse effects on patients. Financial Effects The Cabinet Secretary for Health and Wellbeing confirms that no Business Regulatory Impact Assessment is necessary as this instrument has no financial effects on the Scottish Government, local government or on business.

Scottish Government Directorate of Population Health CDO & Dentistry Division 7 September 2017

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The Robertson Trust Sport for Everyone – Phase 2 June 2017

About The Robertson Trust The Robertson Trust is the largest independent grant-making Trust in Scotland. Every year the Trust funds a wide range of charitable projects across Scotland with an overarching aim to improve the quality of life and realise potential of people and communities in Scotland. In 2015/16 we awarded £17.1m to charities and Community Interest Companies Limited by Guarantee of all sizes across Scotland. We have various ways of providing funding and support to the third sector, including targeted programmes which have a particular focus on gathering evidence about what works, what doesn’t work and why in order to inform policy and practice. One such area of work is ‘Sport for Change’ where sporting activities are intentionally used to deliver social impact for individuals and communities beyond increasing participation in sport. By supporting funded organisations to deliver better impact through sport, and evaluating different approaches and interventions we have been developing an evidence base which we think will be of use and interest to the Health and Sport Committee. More information on our specific programmes in this area can be found on our website: http://www.therobertsontrust.org.uk/innovation-and-learning/our-il-themes/sport-for- change

Summary of Key Messages Through our ongoing engagement with Sport for Change projects we have identified a few key messages which we think are important for the Health and Sport Committee (and other stakeholders) to consider.

 Effective Sport for Change approaches use sport and physical activity to intentionally bring about positive benefits for individuals and communities, to address specific needs. Evidence tells us that the wider social benefits of sport or physical activity do not happen automatically for every participant and that instead organisations need to consciously identify what difference(s) they are trying to make and for whom, rather than just assuming there will be wider outcomes stemming from participation.

 Increased participation can help to deliver the outcomes of improving elite performance, and wider social benefits, but it is not an end in and of itself.

 Participating in sport or physical activity can be an effective tool for addressing inequalities in our society but it can only make a difference for those who get engaged and stay engaged. A whole population approach is unlikely to engage those beyond the usual suspects.

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 We know that there are certain people less likely to take part in sport or physical activity and that the barriers to participation can be complex. Often, it is not just about cost and access to sessions or facilities but could include other challenges such as confidence, peer pressure, image, family support etc. Organisations need to consciously identify their target groups and be flexible and proactive in how they remove some of the barriers being experienced.

 Sport can be used as an effective catalyst for change but wider social benefits can also be achieved through a range of other activities including art, drama, and youth work. This is why partnership working between sporting and non-sporting organisations can be so effective.

Participation 1. Can you provide examples where a community based approach has been successful in removing barriers to participation in sport and physical activity? Youth Work in Sport (YWiS) is a five year programme (September 2011 – August 2018) aiming to investigate how sporting organisations could improve their engagement with hard to reach young people by adopting a youth work approach. A total of £1.5m was allocated to the programme by the Robertson Trust and the Rank Foundation and 11 organisations received funding. An independent evaluation was also commissioned. This found that all of the funded organisations had improved their ability to engage with and retain young people, and particularly harder to reach young people. A full evaluation report is available on request and we also expect to publish a summary document shortly. Active East was a Commonwealth Games Legacy Programme which was funded by The Robertson Trust and other independent funders, and was independently evaluated. The aim of the programme was to engage and up skill local young people in the East End of Glasgow through volunteering in sport. Over 70 young people were recruited as volunteers providing more than 10,000 hours of their time. The evaluation found that the programme had contributed to the skills, competencies and feelings of self-worth of the participants.

An overview report of the evaluation findings can be downloaded from our website: http://www.therobertsontrust.org.uk/innovation-and-learning/publications/active-east- evaluation 2. What were the key ingredients to that success 3. Where there any approaches that were particularly successful in increasing participation among certain social groups, like women, ethnic minorities, certain age groups. Findings from both of the programmes listed above suggested several key approaches and ingredients which can remove barriers to participation in sport and physical activity. These included:

 Adopting a youth work or community development approach. These approaches allow for organisations to focus on who is not participating in their services, the barriers and challenges they face and how they can go about engaging them. Approaches which

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focus on participation as the end goal, rather than the difference they are trying to make, often don’t focus on who is or isn’t engaging and why.  Adapting services and activities to meet the needs of target groups. There needs to be recognition that not all activities (or venues) will be accessible or welcoming to everyone. Instead organisations should think about how they can adapt how or where they deliver the services to make them more accessible to target groups. For example, organisations should reach out to where their target groups already are, rather than just waiting for people to walk through their door.  Building relationships and supporting young people with an individualised, person- centred approach that incorporates personal development.  Having a culture and skill set within the organisation that is interested in supporting individuals and communities, not just increasing participation in their sport.  Building partnerships by identifying and engaging with other partners within the community. These could be other sporting partners but should also include non- sporting partners such as other community groups, youth groups, health providers etc. This will enable organisations to reach new people and to make better of use of existing resources.

4. To what extent are these approaches unique to a particular area and set of circumstances, or replicable in other parts of the country These approaches are totally replicable; indeed, they are the approaches advocated and used by wider sections of the third and public sectors across Scotland. However, for these approaches to be adopted within the sport sector there needs to be a change in direction at a strategic level away from focussing purely on participation in sport and towards thinking more about how the needs of individuals and communities can be supported through sport. We need to encourage and support sporting organisations to be curious about how they engage harder to reach groups within their community, how they retain them beyond a one off taster session, and what difference their engagement in sport and physical activity is making. It is this curiosity – gathering and sharing what works – that will help to remove barriers to participation across all groups and sectors of society.

Community and volunteers 5. What are the barriers facing volunteers (either those wanting to volunteer for the first time or sustaining ongoing volunteering)? Within our Legacy 2014: Sustainable Sport for Communities Programme (a £1m joint initiative between The Robertson Trust and Scottish Government) we funded 33 sporting organisations, through two strands of funding, around improving their sustainability and impact. They provided us with information on how they work with volunteers within their organisations which highlighted that volunteers are a key asset within the sporting sector but organisations often lack the time, knowledge and resources to support their involvement and development.

Volunteers act in a range of roles including coaches, trustees, caretakers etc. The most commonly reported role for volunteers was as a board member or in the direct delivery of sporting activity. The feedback given by a number of organisations was that their volunteers,

Page | 3 HS/S5/17/21/4 SFE005 particularly those who have taken on additional governance or capital development roles, are often overstretched and that this can lead to them becoming disillusioned. The focus on utilising volunteer skills to deliver the sporting elements of the organisation’s work means that there can be a lack of attention paid to other governance, operational and planning elements. Organisations may lack the resources and skills to support their volunteers effectively and this too can lead to a higher turnover level, and higher stress levels for volunteers.

Development of capital programmes can be particularly challenging in this respect, not least because the process from start to finish can take up to five years and can absorb a huge amount of board, staff and volunteer energy and requires a different skill set.

For the organisations involved in the Legacy 2014 Programme, none we asked were able to evidence that they had any kind of volunteering policy in place to support and guide how they worked with volunteers. This is despite all of the organisations confirming that they were working with volunteers in some way.

The Scottish Sports Association estimates that there are around 195,000 volunteers within sports clubs in Scotland. This reliance on volunteers has enabled sports clubs in their traditional form to thrive. However, it can also make it difficult for clubs to take on additional operational roles (such as running a facility), to look at the infrastructure required to support their activities and future development, or to develop their activities “beyond sport”. This often requires already busy volunteers to take on additional and diverse organisational and developmental tasks which they may not have the desire, time, or skills to do.

6. How might these barriers be overcome? For a sector that is so wonderfully supported by a volunteer workforce, the support offer to organisations is very underdeveloped compared to other areas of the third sector. Sporting organisations need to be provided with more support, training, guidance and resources around how to recruit, manage, retain and develop volunteers, both for the benefit of their own organisations but also to support the development of the volunteers who engage with them. Volunteering relationships need to be two way in that they should focus not just on what the volunteer can do to support the organisation, but also on what the organisation can do for the volunteer. We found in our Legacy research that sporting organisations were able to articulate clearly the first part of this relationship, but not always the second part. The independent evaluation of the Active East Programme (referenced on p.2) highlighted some factors that were deemed important for organisations seeking to develop volunteers and volunteering opportunities. These included:

 Building relationships and setting goals which help maintain volunteer motivation  Responding promptly to the needs of volunteers  Ensuring that there is a range of training and development opportunities available  Building strong partnerships within the community  Providing a more diverse set of opportunities for volunteers  Finding opportunities to celebrate success

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7. What are the challenges in retaining volunteers beyond the short term As detailed above, the biggest challenges in retaining volunteers beyond the short term are the lack of skills, resources and capacity within sporting organisations to support their volunteers. By developing and providing better support to the organisations we believe that it is likely to have a positive effect on their ability to retain volunteers. 8. What examples are there of good practice to encourage and maintain volunteers in community sport and are there lessons to learn from other sectors around attracting and retaining volunteers in sport? The Active East Programme which has previously been referred to is a good example of this. We have summarised the key learning points about what worked and why under question 6 above but more detail can be found on pages 3 and 4 of the overview evaluation report: http://www.therobertsontrust.org.uk/innovation-and-learning/publications/active-east- evaluation

School Estate 10. To what extent is the school estate currently being used effectively to increase opportunities for sport and physical activity participation? Anecdotally, many of the sporting organisations that we work with have stated that they struggle to get access to the school estate, particularly in the hours between 3pm – 6pm. Others have also asserted that the costs of accessing the school estate are too high. Indeed, we have had conversations with organisations seeking to take on or build their own facility due to the fact that they are not able to access facilities in their local community at a time or price that is suitable for them.

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Sport for Everyone Scottish Rugby Participation Phase 1 of the Committee inquiry found evidence of barriers to participation across age and gender. Barriers included caring/family commitments, shortage of suitable nearby facilities and cost. As mentioned above, Phase 2 of the Committee inquiry seeks to consider community based approaches to removing barriers to participation in sport and physical activity.

Can you provide examples where a community based approach has been successful in removing barriers to participation in sport and physical activity?

Scottish Rugby believes the key to increasing participation in sport and physical activity – particularly in groups that are “under-represented” – is through robust partnership with strong and sustainable clubs.

There is also a strong case to be made that the best place to inculcate a culture of participation in sport and/or physical activity is school. The benefits that participation in sport can have in creating confident individuals, responsible citizens, successful learners and effective contributors is massive, yet it’s our view that too few secondary schools across Scotland offer these opportunities. Look at what has been achieved in for example, Maxwelltown High School in Dumfries, Larbert High School, or Carrick Academy if you have any doubt about the positive impact sport can have across a school and its wider community. And that impact has been nurtured as a result of partnership between Scottish Rugby, local authorities and the Scottish Government’s Cashback for Communities initiative.

Initiatives to stimulate increased participation do not necessarily have to be led by the governing body. Some of the best examples of such initiatives have been sparked by activity within clubs rooted in their communities – but what has enabled the activity to capture imagination and, significantly, recruits has been the support, whether in cash, infrastructure, people or sharing of best practice, from the governing body.

 Women and Girls sections in clubs – Scottish Rugby’s Club of the Year, Ayr, has only launched its women and girls section this decade, responding to requests for rugby coaching from girls in its catchment. The coaching was led by the club’s director of youth rugby, Stuart Fenwick, and two players, Sylvain Diez and Robbie Fergusson, the latter who was recovering from cancer at the time. From that professional spine, with strong voluntary support, Ayr reached the top division in women’s rugby in Scotland by the 2016-17 season. They now employ a female rugby development officer to further nurture the growth of the game for girls and young women and their example has been mirrored at Carrick Academy, which has also recruited a female rugby development officer.

 Trust Rugby International – a partner organisation of Scottish Rugby, which has now won funding and recognition from the game’s worldwide governing body, HS/S5/17/21/4 SFE028

World Rugby – embodies the concept that rugby is open to everyone. TRI breaks down barriers to enable those suffering from learning difficulties or autism to play alongside those who do not in unified rugby, a full contact version of the game. From its origins at Kilmarnock RFC, TRI has centres now in Glasgow (Allan Glen’s RFC) and Edinburgh (Edinburgh Accies/Broughton) and will once again compete in the International Mixed Ability Rugby Tournament in Spain this August. http://trustrugby.org/ http://www.scottishrugby.org/news/17/06/22/scottish -rugby-donate-kit-clan

 Scottish Rugby became a signatory to the Scottish LGBT Sports Charter in August 2016 to underline our long-standing commitment to ensure access to our sport is open to everyone regardless of age, background, education or sexuality. Such commitment has to be measured on the ground; it has to be more than a PR exercise. Thus we continue to provide a weekend coaching clinic to Edinburgh’s Caledonian Thebans all-inclusive team each Autumn; we supported the Thebans’ bid to bring the Bingham Cup (also known as the International Gay World Cup) to Scotland in 2018 and will be amenable to support any follow-up bid for future tournaments, primarily because we believe that a successful bid could be the catalyst to inspire the creation of other LGBTI teams in other parts of Scotland. We are also supporting the LGBTI team, the Glasgow Alphas http://www.scottishrugby.org/news/17/06/13/alphas-seek-new-recruits

What were the key ingredients to that success? For all of these examples there is a professional spine supporting the development, close links with clubs and successful partnership building (including with local authorities, other agencies and, on occasions, Scottish Government.

The women and girls example sees a club with a professional development spine and support from Scottish Rugby through the Women and Girls Development Officer. Other clubs, for example our Women’s Club of the Year, Stirling County, have also benefitted from a greater number of competitive fixtures for their girls through the President’s Conference and Club Cup.

All the Trust Rugby centres are based at established clubs and they also benefit from a professional spine and support from Scottish Rugby through a Partnership Agreement.

Thebans and Alphas are also linked with clubs- Thebans with Murrayfield Wanderers and Alphas with Whitecraigs and have support from Scottish Rugby (for example, player insurance)

1. Were there any approaches that were particularly successful in increasing participation among certain social groups, like women, ethnic minorities, certain age-groups?  Publicity, profile and marketing campaigns have been very effective – a stark reminder that “you can’t be, what you can’t see.” More than 650 women/girls have actively signed up for rugby as new players over the last 18 months and we have seen a 35% increase in the number of women’s and girls’ teams during this period. The Women in Sport week and our #bethebestyou campaign have HS/S5/17/21/4 SFE028

maintained the momentum from the Rio Olympic Games and the 2017 Women’s Six Nations Championship – during which Scotland Women won their first games in the competition (v Wales and v Italy) in seven years. Significantly, both the Rio Olympics and Women’s Six Nations enjoyed TV coverage through mainstream media channels as well as via social media and online.

 Improved and appropriate competition and development opportunities – Our NDL – National Development League – has been integral in supporting and bringing through new women’s teams to our league structures. The introduction of a North League helped teams that were isolated geographically eg Caithness and Inverness Craig Dunain. The new competition structures for girls’ rugby have brought about a threefold increase in official competitive matches played in 2016-17 compared to the previous season (from 28-87).

Young people face many choices and the drop-off in physical activity during the teenage years is a challenge for all sports. The problem is already acute enough for young males but it is even more so for young females. In tennis, Judy Murray’s “She Rallies” initiative aims to grow the female tennis workforce and to attract and retain more women and girls in the sport. Currently only 23% of tennis coaches are female and playing figures are comparatively low, with twice as many boys than girls playing tennis aged 9 to 17 and girls comprising only 30% of British Tennis membership aged 8 and under. We support Judy Murray’s contention that female coaches/development staff can have a particularly positive impact on female players. For young females in general, sport is a social activity which is about fun, friendship and family. There is a confidence gap with young women and girls, which requires to be addressed through a specific approach – namely, the engagement of female Development Officers who provide young women and girls with role models and ambassadors.

4. To what extent are these approaches unique to a particular area and set of circumstances, or replicable in other parts of the country?

 We firmly believe these approaches can be replicated.

Community and volunteers Phase 1 heard from the Scottish Sports Association that “another significant legacy opportunity from the Games was converting the unparalleled interest in volunteering at the Games (50,811 applications in total) into sustained volunteering interest; to date our understanding is that this supported conversion has been minimal.”

The Session 4 Committee Inquiry into Community sport also highlighted the importance (and challenges) of retaining volunteers by ensuring adequate training and development opportunities.

2. What are the barriers facing volunteers, (either those wanting to volunteer for the first time or sustaining ongoing volunteering)?

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 The main barrier for volunteers is one of time. Many volunteers (or potential volunteers) are worried that if they do commit they will be asked to do too much. Sports governing bodies and professionals must be aware of the demands we place on clubs and their volunteers. There are the non-negotiables – for example PVG checks and the importance of emphasising player welfare and safety. As has been observed, Scottish sport is reliant on the volunteer and there must be empathy from the governing body and other agencies. Most of all, we must show the volunteer the difference their selflessness makes to their club, community and wider society in Scotland.

6. How might these barriers be overcome?

 Listen to the experience of volunteers themselves and learn from it. Clubs who have successfully recruited volunteers – eg North Berwick and Perthshire have shared their strategy. They say it’s better to get ten volunteers each giving one hour of their time in a sphere of the club in which they have genuine interest/expertise than having one over-pressed volunteer trying to juggle four or five different roles and being burnt out.

 Clubs with youth sections, particularly primary aged activities, represent a great parental market for future volunteers. It is easier to attract and retain volunteers if there is a connection to the sport and a vested interest. Encourage the parents to become involved – the rugby club is not a crèche. Parents can be a big part of it too.

3. What are the challenges in retaining volunteers beyond the short term?

 Answered above.

4. What examples are there of good practice to encourage and maintain volunteers in community sport and are there lessons to learn from other sectors around attracting and retaining Volunteers in sport?  Volunteers should be recognised and volunteering celebrated. Scottish Rugby has a monthly award, sponsored by its principal partner, BT, to laud the efforts of the Volunteer of the Month. Our Volunteer of the Year, Elaine Martin from East Kilbride, became involved as a parent and is now running girls rugby at the club. There is huge pride from Elaine in her involvement.

1. Can you provide examples of innovative joint working between clubs and public bodies that are utilising available sources of funding?

 At a time when many local authority budgets are under pressure and clubs’ own fund-raising has to be ever more imaginative, the requirement for partnerships with governing bodies, local and national government and other funding agencies, intensifies. Scottish Rugby has its own Club Sustainability Fund http://www.scottishrugby.org/domestic-rugby/club-services/club- sustainability-fund and has also worked closely with other bodies, for example, The Robertson Trust; Friends of Scottish Rugby, to explore other funding HS/S5/17/21/4 SFE028

streams. European initiatives such as Erasmus Funding, can also be considered just now.

School estate The Committee has heard evidence during phase 1 that there remain on-going difficulties in communities accessing the school estate. Similar problems were raised by the Session 4 Health and Sport Committee in its 2013 report on Community Sport. These include problems around janitorial time out of school hours and issues around PPP (Public Private Partnership) contracts. The Committee is interested in hearing views as to what the problems are and solutions for how they might be overcome.

2. To what extent is the school estate currently being used effectively to increase opportunities for sport and physical activity participation?

 There are some examples of best practice where the school estate is used by clubs eg Waid in Anstruther and Leith, where social areas have been created to provide clubs with an identity, a home, which clubs need to thrive. Deprived of those roots, the club misses out on the opportunity to raise badly-needed monies to assist with its activities. In general terms, however, it would seem that not enough use is made of the school estate.

3. In what ways has access to the school estate for communities improved in recent years?

 Some of the new school community campuses are better set up for engagement with the community. For example, the new school in Alford has the swimming pool and other community accessible facilities all under the same roof.

4. What are the remaining barriers to use of the school estate? Please also note any particular issues around term-time compared with school holiday time.

 Cost of hire  Block bookings/booking systems. Some clubs will block-book facilities to get access when they need it, but then not use the entire booked time. Ideally greater flexibility of bookings – to take into account bad weather – would help to remove barriers  Janitorial or staff cover to ensure facilities/changing rooms are available – in particular outwith school time, especially at weekends and holidays.

5. How might these barriers be overcome?

 Subsidised hire – an investment in our country’s young people and longer- term health – to encourage maximum community use of facilities  Increase flexibility of booking systems  Scottish government to take the lead to ensure buildings are accessible and fit for purpose for community use outside school time

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Sport for Everyone Abertay University

Can you provide examples where a community based approach has been successful in removing barriers to participation in sport and physical activity?

Abertay University’s mission statement centres on being ‘rooted in the community’ and accordingly there are a number of successful outreach projects which it has operated to optimise access and opportunities to engage with a physically active lifestyle. Objectives have centred on future health and wellbeing, raising confidence in personal capacity, and raising aspirations. These outreach projects are described below.

Dundee Academy of Sport: Dundee Academy of Sport uses sport as a context for learning in partner primary and secondary schools across Tayside and Fife. Working predominantly in areas of multiple deprivation, the project inspires educational attainment alongside participation in sport and physical activity by providing engaging and exciting learning opportunities that have sport as the main context. Lessons include learning French through the Tour De France, physics through rugby scrums, aerodynamics through tennis and literacies through sports commentary.

Although not all the lessons include taking part in physical activity, they all champion various health and wellbeing outcomes, allow children to see how sport can be applied to everyday life and create a culture of sport being at the heart of everyday life and learning.

To date over 1000 lessons have been delivered with an attendance of over 30,000. Further information: www.dundeeacademyofsport.com

The project has also worked with hundreds of senior school pupils and students from Abertay and D&A College to provide leadership and sports specific qualifications that give those taking part the skills and confidence to lead sports delivery and make a difference in their local community. Through working closely with community partners such as Community Sports Hubs and Active Schools these young people support the delivery of various sports opportunities within the community.

Student collaboration: Abertay University’s eight undergraduate sport programmes have placement activity embedded throughout and have formed a collaboration with volunteer organisation Active Schools Dundee (ASD). ASD’s mission is ‘more children, more active, more often’ – aspiring to inspire pupils to engage in lifelong physical activity via fun educational extra-curricular exercise sessions. The Active Schools-Abertay partnership was formed in 2007 and is continually reviewed so that relevant training can be provided to optimise the quality of the pupil experience. With more than 400 students enrolled on the HS/S5/17/21/4 SFE013

Abertay sport programmes this creates a lot of capacity in relation to extra- curricular delivery. The students have a diversity of sport experiences meaning they can offer a much broader range of sports than are traditionally on the school curriculum e.g. Ultimate Frisbee, Lacrosse, Golf, Cheerleading, Parkour. In exposing the pupils to a range of modes of activity it is hoped that they will find a discipline which suits their capabilities and interests. While some of the exposure may be limited, pupils are alerted to any community sports clubs that exist in a given sports discipline.

Active Movers is an example of a collaborative Active Schools-Abertay project which works on the physical literacy (the building blocks of sport – run, jump, throw) of P1-P3 pupils. Pupil participation in the Active Mover programme reveals (Figure 1) that this was a key form of extra-curricular sport engagement for the early year school groups (half of all delivered activity sessions).

Volume of P1-P3 sessions activity sessions in 2013 3000 2,758 2500 2000 1,574 1,324 1500 967 992 1,129 1000 467 426 426 547 500 156 156 0 P1 P2 P3 Total

Active Movers sessions All Active Schools sessions number from schools within wards with SIMD15 >30%

Figure 1. Number of Active Mover sessions delivered by Abertay sport students in 2013-14

Of note is the fact that almost half of participants came from the most deprived areas (SIMD15), and this statistic mirrors the level of engagement Active Schools have for all of their primary free-of-charge extra-curricular sessions. Therefore, there is real potential to have impact on future active lifestyle choices of these community cohorts.

More broadly, the Abertay-Active Schools partnership, of which this project is just one initiative, has been able to evidence growth in physical activity opportunities with the ambition of ‘more active children’ becoming ‘more active adults’ (in 2013-14, sport students of all year groups delivered 10,696 activity sessions to primary pupils in Dundee) (Figure 2).

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Year 2011 2012 2013 Total 9,605 10,628 10,696 Pupil participation by primary year group

3,000

2,500

2,000

1,500

1,000

500

0 P1 P2 P3 P4 P5 P6 P7

2011 2012 2013

Figure 2. Active Schools Dundee primary school (P1-7) activity sessions delivered by sport students from 2011-14

Around 23% of all Active Schools Participant Sessions in Dundee are delivered by students.

Senior pupil delivery teams: Active Schools and the Academy of Sport have worked together to train and develop senior pupil delivery teams through the Sports Ambassador/Sports Leader programmes. Senior pupils have been trained to coach a range of sports, including dance and walking (the latter initiatives have had success with female pupils).

The Golden Ticket scheme: The Golden Ticket scheme ran in Dundee in the summer of 2015 and was a partnership between the Social Work and Education Departments of Dundee City Council, Active Schools and Abertay University. The scheme was aimed at children for whom money may have been a barrier to summer out-of-school activity programmes. It is acknowledged that the success was somewhat limited by a late rollout of the initiative – however there were valuable lessons gained in terms of how to remove barriers to the target group.

Dundee Bairns partnership: Abertay University-Dundee Bairns partnership project provides pupils who would normally be given free school meals with access to nutritious food while engaging in a range of activities during school holidays. Abertay students provide the sport activities while the Dundee Bairns (a Rank Foundation initiative) co-ordinate the project and provide the food. This project is in its infancy.

Keep Well/Dundee Healthy Living Initiative: This is a NHS project targeted at 45- 64 years olds at risk of chronic ill-health. The project aims to upskill communities to support their own health and wellbeing interventions, physical activity is one of these. Abertay University students have initiated e.g. Nordic Walking and Badminton groups to help build the social networks that can then make these groups sustainable. HS/S5/17/21/4 SFE013

1. What were the key ingredients to that success?

A skilled volunteer workforce has been at the heart of many of these successful projects. However, also key are people having a ‘can do’ approach and the will and want to do it. Organisations and institutions being at the heart of their community and having an understanding of the aims/ objectives of all aspects of the sports community and being able to demonstrate how they can work together to meet these aims.

2. Were there any approaches that were particularly successful in increasing participation among certain social groups, like women, ethnic minorities, certain age-groups?

Dundee Academy of Sport: Linking learning to particular subjects/themes in and around sport and physical activity has been key. DAoS has developed a series of interventions with young girls that have developed confidence, taught about the impact of physical activity, the importance of sound nutrition, project planning and role models through walking. The result of which has been increased levels of attainment and increase levels of physical activity that lasts beyond the intervention. Similar interventions have been delivered using cycling and yoga and with similar results.

For many groups taking part in sport for sport’s sake is not enough. Developing new skills, making friends, getting fresh air and growing confidence are the key targets/outcomes of taking part in sport and physical activity – not necessarily just about getting fit. Participation in sport and getting fit is a by-product for most people and the attainable outcomes are far more social – friendship, camaraderie, a feeling of belonging, a feeling of community is more tangible.

Active Schools-Abertay University partnership: This has been able to successfully engage pupils in some of the more deprived communities in extra- curricular sport (see figures above). It is hoped the partnership will influence future health and wellbeing as more active children are more likely to be active in adulthood.

3. Were there any approaches that were particularly successful in increasing participation among certain social groups, like women, ethnic minorities, certain age-groups?

DAoS is currently a unique Dundee project however this could be scaled up to cover all areas of the country.

All of the Active Schools university partnership projects could be replicated across Scotland if there are colleges/universities with sports students who can connect with the local Active School network. HS/S5/17/21/4 SFE013

The Keep Well university partnership project can be replicated if there is access to a skilled volunteer workforce e.g. sport students willing and able to join with NHS projects to help build capacity within communities to manage physical activity interventions.

4. What are the barriers facing volunteers, (either those wanting to volunteer for the first time or sustaining ongoing volunteering)?

Various and similar to barriers to sports participation – time, volition, where to go, support, cost. While we have had success using students as a skilled volunteer workforce, the challenge can be sustainability when using an itinerant workforce. However, a continual supply of students with availability that almost matches the school year has helped some aspects of sustainability of programmes.

5. How might these barriers be overcome?

More volunteers are needed to reduce the burden on those already volunteering. Reward and recognition such as acknowledgement of efforts can help the volunteer feel valued – though being rewarded is not a driver for the majority of volunteers. Some big corporate organisations operate ‘Time Banks’ to enable staff to use work time to support community volunteer programmes. Building sustainable community capacity is key, investing in people through the provision of quality training programmes that are delivered close to source to maximise engagement. Connecting old and young within communities and cross-generational initiatives also have merit. Seeing ‘elders’ as a valuable community resource is the type of activity that benefits the health and wellbeing of all project partners.

6. What are the challenges in retaining volunteers beyond the short term?

Life’s complexities pose challenges as volunteering is hard work and time consuming. The volunteer experience needs to remain fun and not seem to be ‘all consuming’ as work/life balance is difficult to juggle. Industry can provide more opportunities for corporate volunteering and/or provide benefits for members of staff who volunteer.

7. What examples are there of good practice to encourage and maintain volunteers in community sport and are there lessons to learn from other sectors around attracting and retaining Volunteers in sport? http://www.winningscotlandfoundation.org/what-we-do/our-projects/work-out-for- sport/

See above – re. the impact of the Active Schools-Abertay University volunteering initiative.

Cameron, A - 'Any volunteers? - an employability case study' chapter in Kemp, P & Atfield, R(eds) (2011) - 'Enhancing Graduate Impact in Business, Management, Hospitality, Leisure, Sport and Tourism' Oxford, Threshold Press HS/S5/17/21/4 SFE013

8. Can you provide examples of innovative joint working between clubs and public bodies that are utilising available sources of funding?

Glenrothes Strollers: http://www.glenrothesstrollers.co.uk/

Craigie Community Sports Hub: http://craigiecsh.org/

9. To what extent is the school estate currently being used effectively to increase opportunities for sport and physical activity participation?

While we have limited knowledge in this area, our perceptions from being within school environs are that access to the school estate appears to be improving. The development of new school campuses has increase the standard of facility in certain areas but there are still huge differences in the standard of facility and management arrangements. This can result in users not being from the actual community the facility is there to serve.

10. In what ways has access to the school estate for communities improved in recent years?

The development of community campuses has facilitated access.

11. What are the remaining barriers to use of the school estate? Please also note any particular issues around term-time compared with school holiday time.

For some there may be negative associations with school estates based on their own school experiences. The perception of the quality of changing facilities e.g. communal changing/showers, non-segregated areas may be considered barriers for some.

12. How might these barriers be overcome?

With regard to the perception of the suitability of the facilities (and the more modern school estate) this will rely on awareness raising e.g. bringing the community in, showcasing events, again using younger-elder links (for example, grandparents coming in to watch grandchildren doing events and using these as opportunities to recruit to community programmes taking place on the school estate).

13. How would you assess the active legacy of the Commonwealth Games for: Community benefits and participation rates

Poor.

14. To what extent are the new facilities being used to maximum capacity?

No specific new facilities in Dundee as a result of the Commonwealth Games.

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16. Are there any examples of innovative uses of the new facilities benefitting the community? http://www.showcasethestreet.co.uk/ - innovative transformation of disused industrial units into a dance/football/futsal/roller hockey and exercise facility.

17. Is the physical infrastructure built for the Commonwealth Games being used effectively to increase opportunities for sport and physical activity; and increasing rates of sport and physical activity participation?

By their very nature, the facilities created for the Commonwealth Games are for the elite performer and not for the average sports person – let alone someone new to the sport. Local facilities at the heart of communities are key to getting more people more active. Green & Urban spaces also need to be developed to provide space for exercise – facilities don’t always need to be high end. HS/S5/17/21/4 SFE004

Moray Council

Sport for Everyone

Participation

Phase 1 of the Committee inquiry found evidence of barriers to participation across age and gender. Barriers included caring/family commitments, shortage of suitable nearby facilities and cost. As mentioned above, Phase 2 of the Committee inquiry seeks to consider community based approaches to removing barriers to participation in sport and physical activity.

1. Can you provide examples where a community based approach has been successful in removing barriers to participation in sport and physical activity?

Jog Scotland sessions in Moray – doesn’t require facilities, in the main the sessions are £1 weekly. No penalty if you can’t make a session, flexible approach to attendance. Range of Jog leaders with differing ages, genders and abilities therefore hopefully appealing to all abilities of members to come join the group. Members attend with age range between 15-65yrs+, all inclusive and placed in group relative to ability. Relaxed attitude at sessions, very sociable, reducing as many barriers as possible.

Similar to the Jog Scotland Programme the Parkrun initiative in Elgin has been amazing, again this is down to free to participate, outdoor environment used, families can participate, people can walk, jog or run it therefore get all ages and abilities – small children in buggies to grannies walking with their families!

We are hoping to trial something similar with Cycling in the near future with Cycling UK.

2. What were the key ingredients to that success?

Answered this in the above para – in the main – low cost, flexibility as in not required to attend every week, simply using the outdoor environment, making it open and appealing to as wide a group as possible, something for all the family to participate in at same time.

3. Were there any approaches that were particularly successful in increasing participation among certain social groups, like women, ethnic minorities, certain age-groups?

For some unknown reason the Jog Scotland sessions have appealed to the working age female population which is fantastic as this is a key target area as research shows low physical activity/sport levels in this age group. I think the way that this programme is set out helps/appeals to this market as you will start in the appropriate programme relevant to you as an individual whether that is beginner level 1 where first week it is 30sec jog, 30 sec walk or you could be in intermediate level 2. HS/S5/17/21/4 SFE004

4. To what extent are these approaches unique to a particular area and set of circumstances, or replicable in other parts of the country?

To be honest I don’t think these 2 approaches are unique to a particular area I think it is replicated nationwide.

Community and volunteers

Phase 1 heard from the Scottish Sports Association that “another significant legacy opportunity from the Games was converting the unparalleled interest in volunteering at the Games (50,811 applications in total) into sustained volunteering interest; to date our understanding is that this supported conversion has been minimal.”

The Session 4 Committee Inquiry into Community sport also highlighted the importance (and challenges) of retaining volunteers by ensuring adequate training and development opportunities.

5. What are the barriers facing volunteers, (either those wanting to volunteer for the first time or sustaining ongoing volunteering)?

Lack of time, all the forms and training you need to undertake before becoming a volunteer (self-declaration, references, application form, interview, trial period, training, first aid, safeguarding, PVG), work and family commitments, level of responsibility expected of them, cost to attend all the relevant training etc.

6. How might these barriers be overcome?

Need a simpler process to getting volunteers on board, if it takes too long to complete forms/process before getting them started then they just walk away.

Reduce costs of courses/training – if a volunteer should get this for free.

Employers should recognise efforts of employees as volunteers and give them time off to undertake this role. Try to make it mandatory in businesses/organisations that employees must volunteer in local community. For example, the RAF over the years were excellent at releasing their workers to undertake volunteering roles in community.

7. What are the challenges in retaining volunteers beyond the short term?

Many parents volunteer whilst their children are at a school or club but as soon as child moves/leaves then so do they.

People don’t stay in same job/area for as long as they used to so commitments may change with impacts on their volunteering.

Particularly in public sector, many jobs are now expecting more from their staff due to reduced staffing, fewer resources so people have to give up volunteering due to work pressures. HS/S5/17/21/4 SFE004

Volunteers may give up is greater expectations are placed on them as generally once a volunteer is on board they get cajoled into doing even more!

8. What examples are there of good practice to encourage and maintain volunteers in community sport and are there lessons to learn from other sectors around attracting and retaining Volunteers in sport?

Saltire award for 12-24yr olds is a good programme

Annual Recognition Awards where we have several categories relating to volunteers.

Volunteer of the Month/Week on social media

Reward them by covering cost of training courses etc

Support and mentoring vital to ensure they feel valued and are supported and are not left with all responsibility.

9. Can you provide examples of innovative joint working between clubs and public bodies that are utilising available sources of funding?

Sports Hubs are trying to do this, not had any major success but certainly for smaller levels of funding.

School estate

The Committee has heard evidence during phase 1 that there remain on-going difficulties in communities accessing the school estate. Similar problems were raised by the Session 4 Health and Sport Committee in its 2013 report on Community Sport. These include problems around janitorial time out of school hours and issues around PPP (Public Private Partnership) contracts. The Committee is interested in hearing views as to what the problems are and solutions for how they might be overcome.

10. To what extent is the school estate currently being used effectively to increase opportunities for sport and physical activity participation?

Many of our Secondary PE facilities are community facilities as they don’t have their own sports halls. Here in Moray we only have 2 sports halls outwith the school PE curriculum provision. We only have a certain number of schools available after 6pm that can be accessed however many of these are not fit for purpose anyway as not large enough for clubs etc. The PPP School we have has limited access in evenings/weekends for the community.

11. In what ways has access to the school estate for communities improved in recent years?

Can’t say it has to be honest. HS/S5/17/21/4 SFE004

12. What are the remaining barriers to use of the school estate? Please also note any particular issues around term-time compared with school holiday time.

Limited access during holidays as often they use this period for maintenance work etc. Simply not getting access although in most cases it is large sports halls we need rather than school gyms.

13. How might these barriers be overcome?

?

Commonwealth Games Legacy

A key driver in Scotland's bid to host the 2014 Commonwealth Games was to achieve an "Active Legacy" through excellent sporting infrastructure increasing access to sport and increased levels of sporting activity across Scotland.

14. How would you assess the active legacy of the Commonwealth Games for: o Community benefits and o Participation rates

Sports Hubs going well although all still needs Officer support – these Hubs have impacted positively on the community and club participation rates. Limited legacy in North of Scotland to be honest as no events up this direction, although clubs/orgs did access funding to put on events/activities connected to the Games so at least felt a connection. I believe communities/clubs are more aware of Team Scotland athletes now due to the publicity and success they had which I am sure has helped with participation rates.

A volunteer legacy from the Games has certainly not been evident.

Additionally:

15. To what extent are the new facilities being used to maximum capacity? No new facilities in Moray from the Games.

16. Are there any examples of innovative uses of the new facilities benefitting the community? N/A

17. Is the physical infrastructure built for the Commonwealth Games being used effectively to increase opportunities for sport and physical activity; and increasing rates of sport and physical activity participation? N/A

HS/S5/17/21/4 Sport for Everyone Inquiry SFE029 Submission to Phase 2

PARTICIPATION

1. Can you provide examples where a community based approach has been successful in removing barriers to participation in sport and physical activity?

Glasgow Sport supports local sports clubs and organisations to become stronger by working together to share resources and expertise through Community Sport Hubs (CSH). Glasgow Sport supports 15 CSH to develop individual plans which set out how they intend to work to develop sport and physical activity opportunities and remove barriers within their local community. CSH in Glasgow support wellbeing and resilience in communities and, by providing sport and physical activity opportunities, help to reduce inactivity among those hardest to reach.

Community Sport Hubs  90 clubs  41% female members  9356 club members  59% male members  670 coaches/volunteer  59% are junior members  40 different sport and physical activity offers  41% are adult members.

2. What were the key ingredients to that success?

Glasgow Sport’s vision is to create sustainable CSH which engage with the community and respond to local people and their needs through strong community leadership. Glasgow Sport provides support to CSH through a cycle of continuous improvement focussed around five key areas.

Organising: Identifying the leaders  Clubs and community organisations buy into the CSH ideal, and representatives are actively involved  Identifying the right local people to lead the development of CSH in the community  Empowering community leaders to take ownership of the CSH  Ensuring connections to local schools to give young people the chance to make decisions

Understanding: Establishing a vision for sport in the community  Understanding why organisations have come together and what they can offer the local community  Collectively agreeing a long-term vision for sport and physical activity in the community  Understanding local provision and gaps for developing new opportunities  Engage the local community (both the active and inactive) to identify specific areas of need and to understand local barriers to participation

Making it happen: Simple planning and delivery  Simple and achievable plans based around community engagement  Plans that identify how all partners will work together to develop sport and physical activity in the community  Actions are clearly assigned to organisations and individuals which are involved  Reviewing which approaches worked and which did not  Recording, monitoring and evaluating the changes which are made in communities

Sharing: Telling the stories  Sharing the impact of a community-based approach with other partners and the wider community  Sharing best practice with other CSH across Glasgow and Scotland

HS/S5/17/21/4 2 SFE029

3. Were there any approaches that were particularly successful in increasing participation among certain social groups, like women, ethnic minorities, certain age-groups?

CSH in Glasgow have developed approaches which aim to increase participation among certain social groups. The following are examples:

Easterhouse Phoenix CSH Easterhouse Phoenix Community group acquired Easterhouse’s derelict library and transformed the building into a multi-purpose sport and social venue with limited financial support. From the outset, the Phoenix group has had a focus on community empowerment by providing volunteering opportunities for local people. Easterhouse is situated within the highest 3% of socially deprived areas in Scotland, so therefore overcoming participation and socio-economic barriers is a priority for Easterhouse Phoenix and Glasgow Sport. Since refurbishment, the Phoenix Centre has managed to create an environment which focuses on social inclusion by providing activities for the elderly, women, and people with additional support needs. Through partnership work with Glasgow Sport and Sports Governing Bodies, this has provided the opportunity for Phoenix staff to engage with the community and provide access to facilities which might otherwise be unaffordable.

Whitacres CSH Whitacres CSH is based in the south-side of Glasgow and holds both Glasgow Life and Scottish Football Association Quality Marks. Whitacres works in partnership with Glasgow Sport and sportscotland to influence the quality of life in communities through sport and community activity.

Whitacres CSH is focused on inclusion and giving every child and young person sporting opportunities which address barriers to participation as a result of living within areas of multiple deprivation. The CSH believes sport has the power to create a level playing field as well as increase community cohesion and development. This has been achieved by taking an approach which has targeted participation from families - especially those with younger children - by establishing a series of community sports events. Through these community sports events and strong links with local schools, the CSH has increased participation across their sports programme which includes basketball, boxing, dance and football. The football element is now fully self-supporting and works with over 60 children on a weekly basis, whilst boxing and dance have over 50 young people attending each week.

St. Angela’s Participation Centre (SAPC) SAPC embraces diversity and aims to improve the lives of young people and their families in and around Darnley and the surrounding areas of Glasgow south. Founded almost three years ago, this volunteer group was born out of a desire to ensure that every young person in the local community has the opportunity to take part in sports for free. SAPC is a constituted community group with half the committee being under 18 years of age. Two of the committee members are involved with the National Society for the Prevention of Cruelty to Children (NSPCC) on a two-year project developing policy to reflect improved safety in sport for young people. The hub has over 25 PVG-registered volunteers and is an enrolled body with Volunteer Scotland Disclosure Services. They regularly support local schools in the delivery of Health Weeks and Parent/Child sessions to encourage the increase of physical activity in the local community.

SAPC has been delivering an Erasmus+ Sport programme in 2016/17 which involves collaborating in a three country approach in the delivery of traditional sports/games. Volunteers have visited Split, Croatia and Naples, Italy to deliver at organised events. SAPC are hosting their own event on Friday 25 August 2017 with representatives from the University of Split, and sports groups from Croatia and Italy taking part.

4. To what extent are these approaches unique to a particular area and set of circumstances or replicable in other parts of the country?

The approaches which have been taken in Glasgow for the development of CSH have been part of the sportscotland National Community Sport Hubs programme and have followed the five key principles of the programme. The delivery model for each of Glasgow’s 15 CSH is unique to a particular area of the city in which they are located, to ensure it meets the needs of the local community. CSH are replicable in other parts of the country but may look and feel very different in the Highlands as opposed to Glasgow; however they are very HS/S5/17/21/4 3 SFE029 much based around identifying and empowering community leaders, ensuring they are responsive to the community needs and supporting them through a community learning development approach to sport.

COMMUNITY AND VOLUNTEERS

1. What are the barriers facing volunteers, (either those wanting to volunteer for the first time or sustaining ongoing volunteering)? 2. How might these barriers be overcome?

Glasgow Sport recruits, trains and directly manages over 250 volunteers undertaking various roles. These valued volunteers deliver sport and physical activity, offer peer support and help promote opportunities in their local area. Some volunteers start out as participants; therefore understand first-hand the barriers people may face.

Glasgow Sport takes a planned approach to increasing the number, quality and diversity of volunteers working in our schools, clubs and communities. Glasgow Sport offers a comprehensive package of coach education and training, some of which is core to their role and some of which supports their personal development and interests.

As a legacy from Glasgow 2014 Commonwealth Games and to further support volunteering across the city, Glasgow Sport launched Glasgow Sport Volunteer Bureau (GSVB), a free online volunteering system which assists: 1. Individuals to search and sign up to volunteering opportunities across the city. 2. Sports clubs and organisations to recruit and coordinate volunteers.

Currently 2592 volunteers are registered on the bureau, of which 41% are male and 59% female. Collectively, over 16,476 hours have been logged with 87% at sport events.

BARRIER Glasgow Sport: action to overcome barrier Limited time available Work with clubs and organisations to promote more one-off events that volunteers can get involved with.

Raise awareness of ‘armchair volunteering’ roles which can be done in own time at home.

Encourage clubs and organisations to advertise roles with flexible hours or shorter time commitments. Don’t know where to Provide a one-stop shop to access online volunteering information through GSVB. access information about volunteer roles Deliver volunteer recruitment events and workshops to support those with no internet access. Lack of understanding of Promote a range of volunteering opportunities with clearly defined roles through available roles, sports GSVB. and events to get involved in Encourage clubs and organisations to explore different ways of engaging volunteers and creating new opportunities. Require support for Work with clubs and organisations to help accommodate individuals with additional needs additional needs through support, funding and training.

Cannot afford expenses Encourage clubs and organisations to recruit local volunteers to minimise incurred expenses.

Highlight funding options available to clubs and volunteers. Misunderstanding of Promote volunteering and its benefits through media and workshops. what volunteering is and benefits. HS/S5/17/21/4 4 SFE029

Misunderstanding of Display the Department of Work and Pensions guidelines on GSVB. rights while claiming benefits Complicated application Offer a single registration form for multiple applications through GSVB. process Lack of relevant skills/ Offer a wide range of coach education and training courses and funding qualifications options. Misunderstanding about Deliver volunteer information workshops in relation to Disclosure/PVG. Disclosure/ PVGs Negative previous Respond to feedback, relating to negative experience, and take action as experience volunteering required.

3. What are the challenges in retaining volunteers beyond the short term?

Most common challenges in retaining volunteers include  Burnout  Volunteering expectations are not met  Lack of opportunities to progress  Feeling pressured  Internal politics  Increased demands  Change to personal circumstances  No longer enjoying it

4. What examples are there of good practice to encourage and maintain volunteers in community sport and are there lessons to learn from other sectors around attracting and retaining volunteers in sport?

Glasgow Sport’s Live Active Referral Scheme and Vitality Programmes are delivered across the city and aim to support inactive individuals to make positive changes to their activity levels and overall health. Many of those referred from their health professional have medical conditions such as coronary heart disease, diabetes, breathing problems, mental health problems and/or have risk factors for heart disease. These programmes offer an alternative to the more intense fitness programmes and cater for those requiring additional assistance in making changes to their lifestyle. Both programmes are delivered by highly-trained staff and instructors; in addition, programme managers recruit and train volunteer motivators to assist in making the experience a more positive one for its participants. Motivators are people who have experienced the service previously and are representative of the target group; therefore they are ideally placed to be a friendly face and first contact for any new participants. A study carried out by FMR Research found that contact with a motivator significantly increased programme attendance. The research showed that 67% of those who came in to contact with a motivator went on to attend a 6 month appointment compared to 48% of those who did not have a motivator input. Added to this 39% of those who came in to contact with a motivator attended a 12 month appointment compared to 17% who did not.

Glasgow Sport has the largest network of Health Walks in the country. The walks are delivered by over 100 passionate volunteer Walk Leaders in communities all across the city. Walks are easy, lasting around an hour, and can be tailored for almost all abilities but, most importantly, they are fun, friendly and free. The walking programme is a well-established partnership programme funded and supported by NHS Greater Glasgow and Clyde, Glasgow Health and Social Care Partnership and Paths for All. A recent Social Return on Investment Study concluded that for every £1 invested in health walks, there were £8 of benefits generated for society. To encourage and maintain the 100+ volunteers, regular communication is maintained via a weekly round-up email, quarterly catch up meetings to allow leaders to come together and share experiences, and an annual Away Day is organised to thank volunteers for their efforts. As a result, our 2016 Walk Leader Survey showed that 67% of leaders have been involved in health walks for two years or more, 73% are ‘very satisfied’ and 27% are ‘satisfied’ with the support they receive and 61% feel ‘very appreciated’ with 39% feeling ‘appreciated’.

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5. Can you provide examples of innovative joint working between clubs and public bodies that are utilising available sources of funding?

Drumchapel CSH (Drumchapel Sport) uses sport to unite the community, encourage active, healthy lifestyles and to develop individuals by promoting a range of sports, making participation easier, supporting existing volunteers and opportunities for new ones, and strengthening the capacity of internal and external partnerships.

Drumchapel Sport successfully secured a grant from the Spirit of 2012 Trust for the Scottish Government’s "Legacy 2014 Physical Activity Fund". Through the Legacy 2014 Physical Activity Fund, Drumchapel Sports aimed to engage with people in the Drumchapel area who have not previously been involved with the CSH, particularly adults. Independent evaluation has been undertaken throughout the project (covering October 2015 - November 2016) and demonstrates the project is working to support Active Scotland and the Spirit of 2012 Trust outcomes to:

 Increase/sustain participation by inactive/active members including young people  Expand the community leadership pool  Improve partnership working to create resilient communities and sustainable programmes  Improve wellbeing and resilience of community members  Reduce negative attitudes to disability

COMMONWEALTH GAMES LEGACY

1. How would you assess the active legacy of the Commonwealth Games for community benefit and participation rates 2. To what extent are the new facilities being used to maximum capacity? 3. Is the physical infrastructure built for the Commonwealth Games being used effectively to increase opportunities for sport and physical activity; and increasing rates of sport and physical activity participation? Commonwealth Games Venues, new and refurbished, have become an unparalleled legacy for Glasgow and Scotland, leaving Glasgow with some of the best sporting amenities in Europe. Since 2009, £196 million has been invested in sports facilities across the city including those which served as Games venues: Emirates Arena and Sir Chris Hoy Velodrome; Tollcross International Swimming Centre; Glasgow National Hockey Centre; Scotstoun Stadium; Scotstoun Leisure Centre; Toryglen Football Centre; Kelvingrove Lawn Bowls Centre and Cathkin Braes Mountain Biking Circuit. All sports facilities were complete and in use by the community more than a year before the Games. Glasgow adopted a deliberate policy of capital investment in the most deprived areas of the city.

Emirates Arena and Sir Chris Tollcross International Scotstoun Sports Hoy Velodrome Swimming Centre Campus Over 1.5 million attendances since Over 2.2 million attendances since Over 3 million attendances since opening reopening reopening 3,800 regular Glasgow Club users 6,900 regular Glasgow Club users 9,000 regularly Glasgow Club users

Over 220 events since opening Six major swimming events from International Rugby Board Sevens from Davis Cup to Scottish Schools Duel in the Pool to IPC World in 2012, 2013 and 2014,and Athletics Championships Swimming Championships GUINNESS PR012 matches Home to National Governing Home to the City of Glasgow Swim Home to the Glasgow Warriors Bodies for Netball and Cycling Team Over 20,000 velodrome usages Nearly 200,000 Learn to Swim 17,000 squash usages in 2016/17, annually usages in 2016-17 up 12.3% from 2013-14 18.1% of the local adult population 18.4% of the local adult population 18.0% of the local adult population are Glasgow Club members are Glasgow Club members are Glasgow Club members HS/S5/17/21/4 6 SFE029

Emirates Arena and Sir Chris Hoy Velodrome Opened in October 2012, this £113m state-of-the-art facility has been a fantastic addition to the east end of Glasgow.

It is the largest type of building of its kind in Europe including: • 6500 seat sports arena including 200m indoor running track • Approximately 4000 seat Sir Chris Hoy Velodrome • 80 piece Glasgow Club gym • Three fitness studios • Four five-a-side football pitches • 12 badminton court sports hall

Scotstoun Sports Campus Scotstoun staged the Squash and Table Tennis at the Glasgow 2014 Commonwealth Games. The venue now boasts six new squash courts and one of the largest gyms in the city. A squash club now operates out of the venue and there have been over 4,000 court bookings since 2014. In addition, Scotstoun Sports Campus is the home of Scotstoun’s Disability CSH.

Tollcross International Swimming Centre Tollcross International Swimming centre reopened in May 2013, following a £18m redevelopment, and is at the heart of Scottish Swimming. The venue now boasts an extra 1000 permanent seats and a second 50m swimming pool. The second 50m swimming pool ensures continued community access when major events and the City of Glasgow Swim Squad are utilising the main pool.

Glasgow Green Hockey Centre Glasgow Green Hockey Centre has two state-of-the-art water-based hockey pitches and brand new spectator and office accommodation, which forms the training and administration base for Scottish Hockey. The pitches are also well used by schools, clubs and Nationals Squads alike.

Kelvingrove Lawn Bowls These well-known greens nestled in the shadow of the famous Kelvingrove Art Gallery and Museum were refurbished in readiness for the 2014 Commonwealth Games. There are now five international standard bowling greens which have already hosted international matches and provide an ideal opportunity to help develop the sport in Glasgow. These bowling greens continue to be free of charge for public use.

Glasgow Club Crownpoint Sports Complex In addition to the investment in Games facilities, the City secured sports equipment from Glasgow 2014 Ltd. The running track used for the athletics at Hampden Park found a new home at Crownpoint Sports Complex. This approach allowed us to ensure that the physical infrastructure built and purchased for the Commonwealth Games provided a lasting legacy for community sports participation. Crownpoint continues to be the home of Red Star AC, a small Glasgow-based athletics club for athletes with disabilities.

4. Are there any examples of innovative uses of the new facilities benefitting the community?

The Tollcross International Swimming Centre redevelopment included the creation of brand new community wing complete with halls, perfect for conferences, weddings, tea dances and a range of hospitality.

Glasgow North East Strategic Youth Alliance Tollcross International Swimming Centre was the host venue for the 2017 Glasgow North East Strategic Youth Alliance and for the Annual Youth Conference for 2016. The Glasgow North East Strategic Youth Alliance was established to promote and develop an ethos of strong, co-ordinated partnership working across youth organisations in the North East of the city which provide young people with the very best life chances and skills. It brings together the youth providers in the North East to share ideas, resources and the opportunity to bid for joint Integrated Planning funding. The Annual Youth Conference welcomed over 80 delegates, which brought the youth providers together to share and reflect on the past year as well and making democratic decisions and forecasts for the year ahead.