The Role of Local Government in Sport
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Transcript of The Role of Local Government in Sport
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The Role of Local Government in Sport and Recreation
Lee PrestonSport and Leisure LeadManchester City Council
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Contents
1. Our Journey
2. Our Role
3. Our Landscape
4. Our Manchester
5. Our Future
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1. Our Journey
Why Sport and Recreation?
• Regeneration• Economic Growth• Social Fabric Transformation• Global Brand Position • From provider to enabler• For well being and for individual, community and
economic development
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• Insert picture of today
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2. Our Role• Strong civic leadership.• Clear vision and strategy.• Represent all resident needs.• Create the conditions for
success.• Constitutional obligations. • Statutory responsibilities.• To “do more with less”.• To innovate and drive change.
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2. Our Role - Community Provision (without collaborative intervention)
• Parks and Schools in communities with inconsistent provision, some activated and some not
• Some Leisure Centres are less accessible in terms of travel time
Dr William Bird’s research acknowledges that without a varied, targeted and localised offer, physical activity will often become isolated.
Leisure Centre’s
Schools
Parks
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2. Our Role - Community Provision (Collaborative SPA / Health intervention)
• Provision needs to be very local
• The offer needs to be broad, insight led and meet the needs of all residents
• In a variety of different settings: Sport Centres, Parks, Church halls and community centres
The research highlights the importance of activating the whole community:
Sports HallsSports Club
Swimming Pool
Park
Church Hall
Community Centre
Schools
Youth Centre
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3. Our Landscape – Current Position
• LA budget and workforce has halved in 5 years.
• Circa £100m capital investment in LA sport and recreation facilities.
• Contracting and Commissioning model for elite and community sport and leisure facilities (Trust / GLL / Third Sector).
• A provider led approach to delivery.
• Lack of co-commissioning at any level.
• Rapidly growing population – schools, homes, businesses investment programme.
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3. Our Landscape - Impact
• 40.3 % of adults (14+) participate once a week
• 70.3% of all adults want to do more sport or PA
• 29.2% of adults doing less than 30mins per week.
40.3% of 10 / 11 yr olds are overweight or obese
Lower life expectancy than national averages
£10m – Annual Health costs of Physical Inactivity
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3. Our Landscape - Transformational Investment
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3. Our Landscape - Key Sector Messages
• This is not business as usual - Demonstrate the difference
• Place based working is key.
• A knowledgeable, flexible and adaptable workforce
• Transformation requires a shift in the paradigm:
• from responding to crises, to a radical upgrade in population health
• Commissioning collaboratively to achieve outcomes
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3. Our Landscape - Messages for the sector
• Perceived as at the margins.
• Not fully getting it.
• Capability and capacity but very fragmented.
• Absence of narrative and robust evidence of business case.
• Business model is contradictory to the Business case.
• Understanding transformational?
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3. Our Landscape – Social Value of Sport• Wealth of research
• Crime reduction and Community Safety• Education and Lifelong Learning• Social Capacity and Cohesion
• National - DCMS - Culture and Sport Evidence (CASE) Programme:
• YP’s participation in sport = 8% increase in numeracy scores than non participants.
• ROI for “At risk” YP estimated at £7.35 of social benefit for every £1 spent.
• Local – Manchester
• SROI - £37m per annum of social benefit (2013 study)• “Moves tool” – MCC Active Lifestyles programme - £23 : £1• Economic Value - £173.2m per annum (£44m Volunteering)
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4. “Our Manchester”• . Our vision is for Manchester to be in the top flight of
world-class cities by 2025, when the city will:
• Have a competitive, dynamic and sustainable economy.
• Possess highly skilled, enterprising and industrious people
• Be connected, internationally and with the UK
• Play its full part in limiting the impact of climate change
• Be a place where residents feel safe, can aspire, succeed and live well.
• Be clean, attractive, culturally rich, outward looking and welcoming
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4. “Our Manchester”To deliver the vision for “Our Manchester” a RADICAL NEW APPROACH is
required, the principles for which include:
• A shift of power to people• A new relationship between residents and council• A new consistent policy framework for growth and reform• A behaviour – strength based model of reform• An asset based approach• Permission to work imaginatively• Be Positive - take pride• Be Courageous - be open to do things differently• Be Accountable - be responsible for making things happen
"How we do things is as important as what we do"
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4. “Our Manchester”Asset Based Thinking:
• Strength based.
• What can I do, what can you do.
• We’re all in this together.
• People have the answers.
• People can control their lives and made decisions.
• How can we create community spirit.
Deficit Based Thinking:
• Problem orientated.
• How to fix the problem.
• Us verses them.
• Problems are embedded.
• Do things to people.
• People are the problem.
• People can’t be trusted to be in control / make decisions.
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5. “Our Manchester” - ExamplesFostering Great Citizenship
• Broadway Community Development Group
• We Love Withington Baths
• Community Libraries in partnership with RSL’s
• Park Run
• Manchester Volunteer Sports Bureau
• Sporting Edge
• Didsbury Sports Ground
• Levi Massive Facebook page
This is not a provider led one size fits all operating model.
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5. Our Future - Emerging opportunities• Early Years (Note: not in scope with Sport England)
• Work and Health
• Learning difficulties
• Care pathways and long term conditions
• Ageing Well – healthy ageing and lifestyles
• Workforce – our own and others
• Other lifecourse priorities
• Place based work (Locality Plans / Integrated wellness offer)
• Social movement
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5. Our Future – Next Steps
• Progress, Challenges and Opportunities ahead.
• Build a new evidence base for the sector.
• Sector repositioning: from the margins to the core as a preventative strategy to improve health outcomes.
• Maximise mass market engagement for SPA across the life course.
• More collaboration, be transformational, embed cross boundary, cross sector co-commissioning in our approach.
• We need to move at scale and at pace.
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