STOKE-ON-TRENT SPORT AND PHYSICAL ACTIVITY STRATEGY 2009-2016 APPENDICES October 2009 Nortoft Partnerships Ltd 3 Ryehills Office Park Ryehills Lane West Haddon Northants NN6 7BX Tel: 01788 510057 Fax: 01788 510097 Email: [email protected] Web: www.nortoft.co.uk APPENDICES APPENDIX 1 Policy Background APPENDIX 2 Household Survey Findings APPENDIX 3 Sports Clubs Survey Questionnaire 2007 APPENDIX 4 Sports Clubs Survey Findings APPENDIX 5 Summary of top 5 Market Segments by Neighbourhood Management Area APPENDIX 6 Market Segmentation Summary APPENDIX 7 Nortoft Calculator APPENDIX 8 Sports Specific Information and Recommendations APPENDIX 9 Children & Young Peoples Survey APPENDIX 10 School Swimming & National Curriculum APPENDIX 11 Community Halls & Centres APPENDIX 12 Community Pavilions Design Guidance APPENDIX 13 Team Generation Rate Methodology APPENDIX 14 Team Generation Rate Calculations APPENDIX 15 Football balance of Demand & Supply APPENDIX 16 List of Sites - Full APPENDIX 17 List of All Clubs & Teams APPENDIX 18 FA Local Area Data Report 2007-2008 APPENDIX 19 Economic Impact of Sport APPENDIX 20 Mayor’s Green Paper on Sport & Physical Activity - Consultation Results APPENDIX 21 Curriculum Swimming Key Stage 2 APPENDIX 22 Stoke Leisure Survey Analysis APPENDIX 1 Policy Background APPENDIX 1: POLICY BACKGROUND Introduction 1. This section brings together the policy context for the Stoke Sport and Physical Activity Strategy from the national, regional and local levels. It addresses policies relating to: • Sport and active recreation • Statutory planning • Health • Crime • Culture Sport and active recreation National level Game Plan (2002) 2. Game Plan outlined the Government’s long-term vision for increasing participation and high performance in sport. By 2020, it intended to: increase significantly levels of sport and physical activity, particularly among disadvantaged groups, and to achieve sustained levels of success in international competition. 3. The Plan aimed to do this by encouraging the growth of a mass participation culture and enhancing international success. It included an ambitious target of getting 70% of the population to become reasonably active (30 minutes of moderate activity five times a week) by 2020, from a starting point of approximately 30%. 4. Game Plan was superseded in 2008 by the DCMS “Playing to Win” strategy. Playing to Win (2008) 5. Playing to Win is an overarching strategy to get more people taking up sport and building a world-leading sports development system in England. The aims are: • To engage a million more people in regular sport participation; • To produce a seamless ladder of talent development from school to elite level, with opportunities for more competition and more coaching at each level; and • To ensure every member of the sporting family, and every part of Government, plays a part. 1 6. It defines a more strategic role for Sport England by commissioning sport development through the following bodies: • The Youth Sports Trust, to provide high quality coaching and competitive opportunities to all young people, for five hours every week, and to help them move to the club system; • UK Sport, to create support systems and clear pathways to success for the most promising and talented performers; and • National Governing Bodies, to expand participation and provide more quality coaching from more people in return for greater freedom and control over public funds. Grow Sustain Excel - Sport England Strategy (2008 – 2011) 7. With the Olympics and Paralympics due to come to the UK in 2012 the government asked Sport England to review its approach to community sport in England. 8. The strategy aims to ensure that: • A substantial and growing number of people from across the community play sport; • Talented people from all backgrounds are identified early, nurtured and have the opportunity to progress to the elite level; and • Everyone who plays sport has a quality experience and is able to fulfil their potential. 9. In the future Sport England’s role will be to focus exclusively on sport rather than the broader physical activity agenda being driven by a number of departments, including the Department of Health and Department of Transport. Whilst sport has the ability to play a major role in achieving wider social and economic benefits, the driving force behind this Strategy and investment is to address the needs of sport participants across the country. 10. Sport England will continue to work with the Youth Sport Trust to ensure that young people have the opportunity to participate in a minimum of five hours high-quality PE and sport each week. They will also jointly focus on reducing the drop-off in participation at the age of 16, partly by facilitating the development of a modern sports club network in partnership with National Governing Bodies. The resulting multi-sport clubs will provide a diverse range of opportunities to fit with modern lifestyles and needs. 11. As a result of these changes it is hoped that there will be increasing participation in NGB-accredited clubs by a third of all 5-16 year-olds by 2010. 2 12. NGBs will be ‘commissioned’ by Sport England to deliver against the key outcomes highlighted above. The NGBs will have greater autonomy over the investment of public funds within their sport, along with greater responsibility for the delivery of the outcomes. 13. During the second half of 2008 NGBs developed their Whole-Sport Plans to illustrate how they propose to deliver against these outcomes. These plans will be assessed and reviewed by Sport England, with NGBs then being given a single four-year grant to deliver. 14. Coaches and volunteers will continue to play a critical role in the achievement of all three public outcomes; developing talent, improving satisfaction and encouraging participation. Sport England will work with NGB’s to support and develop this involvement. 15. As a consequence of its new strategy Sport England is committed to delivering: • 1 million people doing more sport by 2012-13; • A reduction in post-16 drop-off in at least five sports by 25% by 2012- 13 (the sports have not yet been identified); • A quantifiable increase in satisfaction (the actual measure has yet to be determined); • Improved talent development systems in at least 25 sports (again, the actual sports have not yet been identified; • A major contribution to the delivery of the five hour sport offer. Sport Playing Its Part 16. This is a series of reports published by Sport England, DCMS local government board and the Local Government Association evidencing the contribution of sport to a wider agenda. Healthier Communities 17. The Chief Medical Officer (CMO) report in 2004 confirmed that regular participation in sport can reduce the likelihood of ill- health and illnesses, reduce the mortality risk, help to tackle obesity, support healthy growth in young people, encourage the adoption of a healthy lifestyle, contribute to older people leading more independent lives, reduce healthcare costs and reduce workplace absence. Safe, Strong and Sustainable Communities 18. This report proposed that sport has the ability to strengthen community cohesion, reduce youth crime and anti-social behaviour, reduce accidents and fear of crime, improve the quality of the built and natural environment, create a sense of place and encourage sustainable travel. 3 Economic Vitality and Workforce Development 19. This report argued that sport has the power to provide direct employment, contribute to economic output, act as a catalyst for investment and regeneration, assist in developing a positive image, improve the attractiveness of an area for business investment and as a place to live, work and visit, improve the skills and qualifications of the workforce and reduce the cost to the economy of workplace absence due to ill health. Meeting the Needs of Children and Young People 20. This report noted that sport plays a part in contributing to the Every Child Matters outcomes of being health, staying safe, enjoying and achieving, making a positive outcome and achieving economic well-being. Audit Commission: Public Sports & Recreation Services – Making Them Fit For The Future (2006) 21. The Audit Commission, in association with Sport England, undertook a study to examine how local authorities in England are managing the provision of public sports and recreation facilities, as well as their attempts to improve access and value for money. Summary of recommendations: 22. The study observed that councils should improve the strategic planning of sports and recreation provision and increase overall efficiency by: • Assessing current and future sports and recreation needs; • Forming partnerships to aid the planning, procurement and delivery of services; • Appraising the options for delivery and test the market to ensure that the best value option is identified; and • Improving the collection, analysis and use of performance information. 23. Government should: • Ensure greater coherence of funding streams and initiatives across government departments; • Ensure that schools seek specialist advice at an early planning stage on the design and management of school community sports facilities; • Develop concise guidance and advocate the use of standard contract documentation for procurement of contracts; • Promote opportunities for councils to work together in strategic partnerships; • Use Centres of Excellence and their partners as regional advocates of those procurement standards and guidance and capacity building,