East of England Plan for Sport -1Mb

THE EAST OFENGLAND PLAN

FOR SPORTADDING VALUE THROUGH

SPORT TO THE LIVES OF THEPEOPLE IN THE

EAST OF ENGLAND

Sport England, Crescent House, 19 The Crescent, Bedford MK40 2QPTel: 08458 508 508 Fax: 01234 359046 www.sportengland.org

©Sport England, May 2004

SE/2285/300/05/04

CONTENTS

The Framework forSport in England, March 2004

The East of England Plan forSport, May 2004

1 2

“Our long term vision for sport and physical activity by 2020 is: ‘to increase significantlylevels of sport and physical activity, particularly among disadvantaged groups; and toachieve sustained levels of success in international competition’.”

Game Plan: a strategy for delivering Government’s sport and physical activity objectives, December 2002

Cover shots:bottom right: Stuart Davidson - Lynn News

Top Left: John Hocknell

IT’S TIME TO TURNIDEAS INTO ACTIONS

THE EAST OFENGLAND PLAN

FOR SPORT

ADDING VALUE THROUGHSPORT TO THE LIVES OF THE

PEOPLE IN THE EAST OF ENGLAND

Game Plan,December 2002

CHAPTER 1 THE EAST OF ENGLAND 3

CHAPTER 2 THE VISION 5

CHAPTER 3 FROM ‘GAME PLAN’ TOTHE FRAMEWORK FORSPORT IN ENGLAND 7

The challenges of‘Game Plan’ 7

The Framework for 8Sport in England

Purpose and support 12

CHAPTER 4 PRIORITIES FOR THEEAST OF ENGLAND 13

Promotion and marketing 14

Legislation and regulatorychange 15

Quality and improvement 16

Structures and partnerships 18

Innovation and delivery 19

Strategic planning and research 21

What we MUST do! 22

CHAPTER 5 MAKING IT HAPPEN! 23

The Value of sport 23

Government Office for theEast of England (GO-East) 24

East of EnglandDevelopment Agency (EEDA) 25

The East of EnglandRegional Assembly (EERA) 26

East of EnglandPublic Health Group (EEPHG) 27

The Countryside Agency 28

Department for Environment,Food & Rural Affairs (DEFRA) 28

Living East 29

Regional Lottery Forum 29

CHAPTER 6 TIME FOR ACTION! 30

Appendix One – Priority Sports 31

Appendix Two – Acknowledgements 32

Appendix Three – East of England Planfor Sport Summary 33

Nigel Farrow

So, of course it’s not surprising then that we are passionate about sport,

but there’s still a lot to do. Despite the £131 million that has been

awarded in the East of England by the Sport England Lottery Fund since

1995, participation rates have failed to rise significantly.

The biggest challenge is to get 70% of us active, that’s 3.78 million people,

by 2020.

The character of East of England also provides a number of significant

challenges in increasing participation.

With more than a third of our residents living in neighbourhoods of less than

10,000 inhabitants and over half our wards being classified as rural, access

to sports opportunities can be severely limited. The problem also provides

a major opportunity to think and act differently in the provision of sport

and physical activity to rural communities.

The East of England has the third largest regional economy

(GVA) in the UK after London and the South East, with

an £81 billion economy, and is the home to 390,000

businesses. Also, over 25% of Hertfordshire’s

and 23% of Essex’s working population

commutes to London each day. Accessibility

to activity needs to be addressed within the

work place. The culture of long working

days and long commutes may not be

something that can be changed

overnight, but we need to influence our

work places to create a healthier and

more active workforce.

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CHAPTER 1

THE EASTOF ENGLAND

More of us participate in sport and active

recreation and more of us belong to sport and

health clubs than anywhere else in England

(General Household Survey). We spend £1.2 billion

annually on sports related goods and services and

over 40,000 of us are employed in sports-related

activities.

It’s not surprising when you consider that we

have around 300 miles of coastline stretching

from the Wash to the Thames and vast natural

resources such as 15,677 miles of public rights

of way at hand.

Amongst the 5.4 million of us that live in the East

of England are internationally renowned athletes

who live, train or perform here - such as Paula

Radcliffe, Karen Pickering, Dean Macey, James

Gibson, Isabell Newstead and Lloyd Upsdell to

name but a few.

We boast a number of nationally-important sporting facilities, such as the

headquarters of British horseracing (Newmarket), the home to the World

Indoor Bowls Championships (Potters Leisure Resort), a motor racing

circuit (Snetterton), a nationally renowned sports centre at the University of

East Anglia (Sportspark), and the Norfolk Broads. Our clubs provide

representation in high-profile professional sports with a first-class county

cricket club (Essex), eight professional football clubs (Norwich City,

Cambridge United, Colchester United, Ipswich Town, Luton Town,

Peterborough United, Southend United, Watford) and a Premiership rugby

union club (Saracens) all based in the region.

What do we mean by sport?

Sport embraces much more than traditional team games and competition.The definition agreed by the Council of Europe (1993) is “all forms of physicalactivity which, through casual or organised participation, aim at expressing or

improving physical fitness and mental well-being, forming social relationships orobtaining results in competition at all levels.”

In the East of England we are verypassionate about sport

John Hocknell - Eastern Daily Press

Warren Page - Freelance

People in the eastern counties are very

passionate about sport . . . . and so this

East of England Plan has been produced to

support and build on this passion.

Sport, embracing all forms of physical activity,

has the power to change lives, extend and

improve our living experience and, therefore,

benefit the region.

We believe sport should play a major role in improving health, generating

economic impact, and encouraging social equality. We are committed to

achieving a more active and healthy regional population. We will

enthusiastically develop and promote this plan, take steps to measure its

success, work to build relationships between sectors and generate further

investment for sport.

Our challenge is to raise participation levels, year on year, leading to a

significant rise in the east’s population being physically active by 2020.

If partners in the east work together collectively and effectively I am

certain this challenge can be realised.

This is a plan for sport in the East of England. It is also a plan to show

how sport can support issues relating to physical activity.

Thank you all for contributing. The time

for talking is now over; let's all make a

difference. Starting today.

Sir Robin Miller

Chairman, East Regional Sports Board.

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CHAPTER 2

THE VISION“Making the East of England an active andsuccessful sporting region”

John Hocknell

Keith Whitmore - Evening Times, Norwich

The Challenges of Game PlanThis section describes 'the journey' that sports policy

and sporting bodies have been travelling in England

since the publication of the Government’s 'Game Plan - a

strategy for delivering the Government's sport and

physical activity objectives' in December 2002. An

understanding of this journey is important since it

provides the essential context for the preparation of the

East of England Plan for Sport.

The Prime Minister, Rt Hon Tony Blair MP, commissioned

Game Plan to provide a high level, dispassionate

analysis of sports policy, funding and delivery structures

in the UK. It built on, and in many respects, superseded

previous Government strategies and action plans for

sport, e.g. 'Sporting Future for All', 'Government Plan for

Sport', etc and provides clear guidance on the role of

Government and Government agencies and the use of

public funds for sport.1

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CHAPTER 3

FROM GAME PLAN TO THE

FRAMEWORKFOR SPORT

IN ENGLAND“To be the most active and successfulsporting nation in the world.”

“Sport is a key part of the social fabric that binds communitiestogether. It provides the opportunity for people of all ages andabilities to socialise, be physically active and learn new skills,introducing challenge and fun into almost any sphere of our lives.”

Debbie Kaye, Sports Services Development Manager, Cambridge City Council.

“No-one can whistle a symphony; it takes anorchestra to play it.” HE Luccock.

Whilst acknowledging the extensive amount of achievement

and good practice that exists, Game Plan also reached a

number of challenging conclusions about the state of UK sport

today. These included:

■ Sport lacks vision and a clear sense of direction;

■ Despite significant public investment in sport in recent years,

participation levels are low and have remained static in

comparison with other similar European countries and

around the world;

■ Sport lacks a robust evidence base to support its case for

continued and increased levels of public funding;

■ Sporting structures are confused and, in many cases,

ineffective and inefficient;

■ There is a need for improved collaborative working between

agencies at all levels.

Some of the key recommendations to emerge from Game Plan

were as follows:

■ To significantly increase and widen the base of participation in sport, particularly for health benefits

- a target of 70% of the population to be reasonably active (defined as participating in 30 minutes

of moderate exercise five times per week) by 2020;

■ To be in the top five of nations competing in sport on the international stage and, in particular, to

achieve consistent success in the sports which are most culturally significant for the nation;

■ To reform sports organisations to create more effective delivery structures - including making Sport

England and UK Sport more strategic, funding organisations rather than being involved in direct

delivery to partners.

The Framework for Sport in EnglandGame Plan represented a landmark in sports policy in the UK and has provided a 'wake up call' for many

sports organisations, particularly those reliant on public funding. The response to Game Plan has been

significant - a 'root and branch' reform of Sport England, the identification of 30 national priority sports and

the production of the Framework for Sport in England.

It has been a catalyst for the emergence of a new consensus on the important issues in English sport and a

renewed spirit of partnership working at all levels. Working with the Department for Culture, Media and Sport

(DCMS) and other Government departments, Sport England commissioned the Henley Centre in early

2003 to:

■ Analyse key social trends and issues affecting sport today;

■ Independently analyse the facts and figures underpinning sport;

■ Conduct research and an impact evaluation;

■ Consult with over 1,200 partners at national and regional levels on their findings and proposals.

Through this process Henley concluded that "sport was broken and it needed to be fixed". Fifty 'drivers' were

identified as key influencers (positive and negative) on sports participation and, from these, seven key drivers

for change were selected, tested through consultation and eventually confirmed as being the most significant.

This then informed the development of a robust conceptual framework - 'The Framework for Sport in

England', the aim being to create a systematic basis for testing priorities and affecting change (change being

defined as a positive increase in the number of people playing sport and improved levels of performance).

David Lowndes - Peterborough Evening Telegraph

Robert Browne - Essex Chronicle

The Framework for Sport signals a new way of working through partnership

to deliver our shared vision for sport in England - "To be the most active

and successful sporting nation in the world". It sets the broad strategic

parameters for sport - the boundaries - within which there is much flexibility

for 'local' interpretation and prioritisation. It seeks to provide the common

themes and understanding that will bind sport together, whilst not being so

prescriptive as to dictate specific planning priorities.

Unlike previous strategies, which far too often have failed to achieve a

lasting and measurable impact, the Framework for Sport needs to be

understood more as a process than a product. Sport England, which has a

key strategic role with regard to the implementation of the Framework, is

committed to refining and updating it so that we keep in step with, and

where possible anticipate, the social, institutional and environmental

context that will impact on our ability to achieve our objectives for and

through sport.

A key factor in the success of the Framework will be for organisations at all

levels - national, regional and local - to embrace it as a basis for their own

policy formulation, business plans and investment decisions. Key priorities

here include:

■ Sport England's own business and strategic planning;

■ National Governing Body Whole Sport Plans (with 30 sports selected as

the priority sports for England and the UK - see appendix One);

■ Other key national sporting organisations, e.g. Youth Sport Trust,

sportscoach UK etc;

■ Regional Plans for Sport - and, through them, County Sports

Partnerships, Local Strategic Partnerships and School Sport

Partnerships.

Following the production of the Framework, the next stage of the journey was

to produce the East of England Plan for Sport, engaging with key regional

partners (existing and new).

9 10

The Framework for Sport in England

INTENTION ANALYSIS ACTION IMPACT

AIM

To change theculture of sport and

physicalactivity in England in

order to increaseparticipation

across all socialgroups leading to

improvementsin health and other

social and economicbenefits and

providing the basis forprogression intohigher levels ofperformance

GAME PLANANALYSIS

HENLEY ANALYSIS ANDSTAKEHOLDER CONSULTATION

EMERGING ISSUESAND POLICYPRIORITIES

MEASUREMENT

THE SEVEN KEYDRIVERS OF CHANGE

AGEING POPULATION

TIME PRESSURES

WELL-BEING ANDOBESITY

LEVELS OF INVESTMENT

UTILISING EDUCATION

VARIATIONS IN ACCESS

VOLUNTEERS ANDPROFESSIONALS

THE FIVE SETTINGSFOR CHANGE

HOME(Key agents of change)

COMMUNITYCity - Town - Countryside(Key agents of change)

WORKPLACE(Key agents of change)

HIGHER AND FURTHEREDUCATION

(Key agents of change)

PRIMARY ANDSECONDARY SCHOOLS(Key agents of change)

THE SIX POLICY AREASFOR CHANGE

PROMOTION ANDMARKETING

LEGISLATION ANDREGULATORY CHANGE

QUALITY ACCREDITATIONAND IMPROVEMENT

STRUCTURES ANDPARTNERSHIPS

INNOVATION ANDDELIVERY

STRATEGIC PLANNINGAND EVIDENCE

THE SEVEN MAINOUTCOMES OF CHANGE

INCREASINGPARTICIPATION IN

SPORT ANDACTIVE RECREATION

IMPROVING LEVELS OFPERFORMANCE

WIDENING ACCESS

IMPROVINGHEALTH & WELL-BEING

CREATING STRONGERAND SAFER

COMMUNITIES

IMPROVING EDUCATION

BENEFITING THEECONOMY

Analysis (1) – it is critical that

the key trends/drivers are

identified and addressed if we

are to ‘bridge the gap’

between the aim and the

outcomes to be achieved.

Action – priorities for

action can be identified,

which seek to address

the drivers within each

setting in order to

achieve the outcomes.

Analysis (2) – sport takes

place in a range of settings.

Within each setting, there

are a number of key

agencies critical for

achieving change.

Intention – the Frameworkstarts with a broad aspirationalaim: increasing participation.

Impact – there are a range of targeted outcomes that will bedelivered as the analysis is used to inform future policy and delivery

of the priority actions identified.

John Hocknell

A way of summarising at this point, is to consider Game Plan as the challenge from

Government, the Framework as a united response from sport across the country and

this Plan as the regional interpretation of the Framework following considerable

consultation (see appendix Two for a full list of consultees).

From the outset the process has been interlinked with the work of the Henley Centre

in the preparation of the Framework. Regional partners have contributed a great deal

to this national piece of work whilst also being able to give their views on the specific

issues relevant to our region.

Three regional seminars were organised - June and September 2003 and February 2004

and delivered in a dynamic and interactive style. Feedback from delegates at each

of these events was very positive. The vast majority of people who attended

welcomed this new style of consultation and felt both challenged and engaged

by the process.

In addition to the partner consultations a number of other factors have

contributed to the production of our final Plan:

■ National guidance from Sport England that aims to secure broad

consistency between the nine regional plans for sport whilst also

allowing for regional variation, for example, all plans are set over

four years;

■ Consideration of the unique characteristics of the East of England-

socio-demographics, geography, funding issues, existing

relationships with and between partners, current sporting provision

and baseline data where it exists;

■ Scoping work undertaken by Sport England regional staff and The East

Regional Sports Board in the following policy areas:

- Health & physical activity;

- Coaching, club development and volunteering;

- County Sports Partnerships;

- Sports equity and social inclusion;

- Rural issues;

- Education and skills;

- Information and communications;

- Strategic and land use planning;

- Facility planning, provision and management;

- Investment; and

- Innovation.

■ Finally, the East Regional Sports Board has

scrutinised this Plan prior to publication.

Purpose and SupportThe East of England Plan for Sport is a document designed to guide

the strategic direction of sport in our region. Our Plan has as its

backdrop the long term aims and targets laid down in 'Game Plan'

and we will aim to make substantial, but incremental, steps towards

these targets over the next four years (2004 –2008).

Again, the easiest way to view the Plan is to consider it as the

regional interpretation of the Framework for Sport in England. It is

(deliberately) a high level, advocacy document designed to provide

strategic guidance to a range of traditional partners, e.g. local

authorities, governing bodies of sport, education providers, sports

clubs, etc, as well as to influence the policies and plans of other

agencies for whom sport and active recreation can make a significant

contribution to their objectives and goals.

Our plan will be subject to a rolling review process every year and will

be supported by an Annual Business Plan for Sport England East and

the East Regional Sports Board. It is this Annual Business Plan that

will determine how the available resources (human and financial) will

be allocated towards achieving the goals and targets set out in the

East of England Plan for Sport.

However, for the Plan to be most effective, partner agencies need to

embrace it (or at least the elements which are most relevant to them)

as a basis for their own policy formulation, business and action plans.

In this way the plan will be truly 'brought to life' and its impact will be

maximised across our region.

12

“There is no exercisebetter for the heartthan reaching downand lifting people up.”John A Holmes

“Sport offers the opportunity for everyone in theEast of England to be more active and get more from life”.

Terry McEntee, Manager, Suffolk Sports Partnership.11

Below are the headline priorities identified for action(2004 to 2008):

PROMOTION AND MARKETING

[1] That sport will contribute to a 1% year on year increase in participation across theregion through a “30 minutes a day” campaign.

EXAMPLE Develop working relationships with key regional media (inc. BBC, Anglia TV, radio,

daily newspapers) sharing joint promotion of the 30 minutes a day campaign, working with

Anglia TV promoting ‘Britain on the Move’.

[2] That we will achieve an effective communications hub recognising differentmarket needs through the creation of a robust communications and marketingnetwork.EXAMPLE Create a Regional Communications Plan to develop systems for better

communication, for example, continuing the success of the monthly email update and

moving towards more targeted subscriber-based updates and targeted marketing to

different audience groups.

The Henley Centre analysis for Sport England concluded that the promotion of sport is

generally uncoordinated, largely ‘invisible’, and that it fails to communicate effectively the

benefits of well-being through sport. In addressing this Sport England will lead by example, through

a national campaign promoting sport and active recreation and encouraging the

population to become physically active for “30 minutes a day”.

Sport England will take the lead to promote the benefits of sport and

active recreation to policy makers outside the leisure profession, such

as strategic regional partners, and Local Strategic Partnerships. The

importance of physical activity is high on the agenda of the key

influencers, including school governing bodies, Primary Care Trusts

and Community Safety Partnerships. Sport England will lead this

work through the creation of a regional communications and

marketing network.

Through the development of a Regional Communications Plan

we want to see an increase in the local media coverage of

grassroots sport, particularly of women’s and girls sports,

black and ethnic sport and disability sport. In time, through

the support of media partners such as the BBC and Anglia

TV, we would like our region to develop an identity for

sport, possibly cycling, rowing, sailing or non-traditional

sports, making the best of the natural resources found in

our region.

We also want to achieve an effective communications hub

with the sole purpose of improving everyone’s understanding

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CHAPTER 4

PRIORITIES FOR THEEAST OF ENGLAND“Sports are in essence a spiritual activity, a natural religion, a poem to grace,beauty and excellence. It is our task to keep the stream of the sporting spiritrunning clean and strong.”

TOM MCNAB

In September 2003 in Cambridge and again in February 2004 in Newmarket, Sport England consulted with key partners and

stakeholders to identify and explore the priorities for sport in a range of different settings where sport and active recreation takes

place; the home, community, the workplace, primary and secondary schools and Further and Higher Education.

As Sport England assumes its new role as strategic lead for sport in

England, we must ensure that key regional partners and share our vision

to make England the most active and the most successful sporting

nation. The challenge has been firmly identified through the

Government’s Game Plan and the road ahead has been mapped out

through the Framework for Sport in England. The headline policies

below pull together the views of partners and the aspirations of the East

Regional Sports Board to meet the targets set by Government.

There are six key policy areas for change identified in the Framework for

Sport in England. These can be defined as the interventions that will

have the most significant impact on the seven drivers in the five settings,

and will ultimately guide the future development and delivery of sport in

our region.

Our Plan is for four years so all of the headline priorities below will be

addressed through this period. We want sport in our region to

significantly improve by 2008; our goal is to become the most active and

successful region in England, if not Europe or even the world!

Structures have already begun to change with a fundamental reorganisation of Sport England, the creation of the Regional Sports

Boards and emerging sub-structures like County Sports Partnerships.

Never before has sport had so much to gain and conversely so much to lose by not working cohesively and united towards a

shared goal.

With these changes comes greater responsibility and accountability, we will be watched more closely, our decisions scrutinised

more vigorously, and our outcomes measured more tangibly. Apart we will fail, together we will succeed, at a time when English

sport is riding high and an Olympic bid is on the horizon.

So here the journey begins, some will say they have walked this path before and will remain doubtful until the end is reached. For

others this is a new path, and sport will be a new companion. Naturally, there will be challenges along the way and leadership will

be paramount, as will communication.

A common language will help new partners share the vision and open their eyes to the benefits of sport and active recreation.

Ultimately we want everyone to start, stay and succeed in the East of England.

Nigel Farraw

of the progress we are making in sport and active recreation. There is an obvious link

between monitoring and promotion; where best practice exists we should promote it,

both regionally and nationally. Through these means we must promote how sport can

add value across a range of partners’ sectors.

Through the regional seminars our partners told us that the East Regional Sports Board

should promote its role as an advocate for sport and active recreation, especially where

cross-sector partnerships have been identified. The Board will encourage investment into

sport from the private sector, especially where there are clear benefits to community

sport for hard-to-reach groups, and where innovation is particularly evident, encouraging

a multi-sport approach, and engaging the elderly.

LEGISLATION AND REGULATORY CHANGE

[3] We will maximise the investment into sport and active recreationthrough the land-use planning system.EXAMPLE Use the section 106 planning obligations to secure direct investment into sport

in designated regional growth areas such as The Thames Gateway and M11 Corridor.

Feedback from the regional consultation focused on the need to create the environment

within which sport can make a difference. The top priorities identified relate less to direct

legislation, and more to fiscal measures, the planning system, and removing ‘red tape’ for

sporting organisations.

We must ensure that sport benefits from Regional

Planning Guidance (RPG14) (and the Regional Spatial

Strategy which will replace RPG 14) and can prosper

from the land-use planning system. At sub-regional level

we must ensure that RPG14 enables sport to flourish in

newly built facilities and activity environments. As Local

Development Frameworks (LDFs) emerge, stakeholders

are to be encouraged to take responsibility for ensuring

sport and active recreation is fully integrated and seen

as ‘common ground’, with wider access in stronger and

safer communities.

We have to be smart - using section 106 obligations,

making sure that every opportunity is taken to secure

direct investment into sport and active recreation in new

developments, particularly major growth areas as

identified in the Sustainable Communities Plan. Working

with regional partners such as the Environment Agency

and the Countryside Agency, we will look to create

innovative activity environments making the most of rich

regional assets such as the Norfolk Broads and the

Suffolk wetlands.

For its part, Sport England will vigorously maintain its

statutory role, continuing the protection of playing fields

across the region; and will continue to invest in the

enhancement of existing, and provision of new facilities,

favouring a multi-sport approach; and will encourage a

stronger link between elite sport provisions through

National Governing Bodies with community sport.

Sport has begun to modernise with new structures

emerging. The drive for more local ‘needs-led’ decision-

making should be at the forefront of any investment,

and promoting the value of sport within Local Strategic

Partnerships is key as they will be pivotal in the creation

and delivery of community plans in the future.

QUALITY AND IMPROVEMENT

[4] We will have a culture of continuous improvement in the planning, deliveryand evaluation of sport and active recreation through the introduction of qualityassurance standards and promotion of good practice.EXAMPLE Work with local authorities to ensure that significant numbers gain the ‘Towards

an Excellent Service’ standard. Also working with sports clubs and encouraging the take-up

of ‘Clubmark’.

[5] We will create a best practice forum to recognise, showcase and celebratethe value of sport and active recreation through innovation and creativity.EXAMPLE We will in the future, facilitate seminars that bring together ‘beacon’ agencies to

share examples of best practice, for example, successes in raising participation in low

participation groups.

[6] We will build quality and capacity into the professional and volunteerworkforce through improved professional development and trainingopportunities.EXAMPLE Improve the continuous professional and volunteer development, through

increased training opportunities, and utilising new investment through the Sector Skills Council

(Skills Active UK).

From the analysis of the regional seminars, there was a widespread

view from regional partners that there should be a clear priority for

improving the way we do things, making sure that investment and

resources are targeted in a co-ordinated fashion, and focused on

what works best to achieve this goal. Feedback focused on the need

for standardisation of performance indicators, consistent and co-

ordinated collection of data on sports participation, and self-

assessment to create a culture of improvement across the sports

sector. Typical of the feedback received were comments such as

‘rewarding achievement and encouraging risk taking’ through to

‘withdraw funds from those who don’t achieve’.

We do, however, live in an age when there is so much choice for

individuals to decide how they spend their limited free time. The

quality of the delivery agents becomes key and we must ensure that

participants get the best experience in sport and active recreation so

they continue to participate time and time again, and for us to take

responsibility for show-casing the best examples.

“Progress depends onthe unreasonable man”.George Bernard Shaw.

“Happiness is a full use of your powersalong lines of excellence”. Plato.Simon Finlay, Archant.

15 16

Recognition is a key driver for pursuing quality accreditation, and

where links can be made to improved health or increased

productivity in the workplace, especially where these can be

attributed to sport and active recreation, the sector will benefit

as a whole.

Using benchmarks such as QUEST we should be able to

promote a culture of continuous improvement for leisure providers

improving the planning, delivery and evaluation of sport and promoting

good practice widely. Suggestions from the seminars have included

the development of ‘a best practice forum’ helping sports providers

recognise and share good practice. Model policies already exist

around child protection, ethics and equity, and clubs of excellence

are rewarded with a prestigious Clubmark. Also for consideration is

performance-related funding for sports clubs linked to

participation by target groups and retention.

Time and time again we hear that volunteers are the

backbone of sport. We must all make a concerted effort to

recognise and reward volunteers. We should promote

the good work they do, offering improved training

and self-development opportunities and

providing real gratitude and recognition for

volunteers and professionals who make sport

and active recreation happen. To translate

policy into practice we must strive to improve the

quality of training available to the workforce in sport and active recreation, ensuring

that training providers are also able to meet the needs of trainees.

A preliminary step would be to collect baseline data on the sports workforce to

enable suitable workforce development planning. Working with the East of England

Development Agency (EEDA) and Skills Active UK to ensure there is opportunity for

individuals to develop through a better co-ordinated career pathway.

We also want to maximise and promote the quality of the workforce and feel

confident they can deliver sport and active recreation in a way that encourages

others. Where professional registers exist, for example, Register of Exercise

Professionals (REPs) and the Coach Management Information System (CMIS),

we want users to feel confident about the quality of service they will receive.

17 18

STRUCTURES AND PARTNERSHIPS

[7] We will have a fully co-ordinated sports development system with delivery led by CountySports Partnerships, School Sports Partnerships and National Governing Bodies.EXAMPLE Establish County Sports Partnerships ensuring core plans deliver Sport England objectives linking

school sport, NGB Whole Sport Plans and community sport.

[8] There will be greater opportunities for low participation groups through the promotion ofeffective partnerships and targeted communication.EXAMPLE Highlight effective practice of joint-agency work, for example, piloting and testing new opportunities

for low participation groups, such as GP referral for physical activity for black and ethnic communities.

Game Plan called for reform, and for sport to get its act together. Sport England has started this reform process and

is looking for more effective delivery through priority sports and local communities, and through the creation of

effective partnerships at every level to deliver for and through sport. There is an emerging structure for sport, creating

effective partnerships for strategic development, delivery and ‘joined up’ working with health, education and other

sectors. Our partners, through the regional seminar analysis, have asked us to ensure that the structure is

implemented effectively and resourced appropriately through an agreed agenda, helping people to start, stay and

succeed in sport at every level.

The East Regional Sports Board has lead responsibility for developing partnerships across the region, using the East

of England Plan for Sport as a launch pad, securing investment, and working with local partners to deliver sport. The

East Regional Sports Board will now focus on strengthening sport in our region through capacity building and

securing investment from key regional agencies, optimising partnerships and evidencing the value of sport.

County Sports Partnerships have a particular focus on helping people to stay in sport, working to build up and

sustain a dynamic network of clubs, coaches, volunteers and competitive opportunities. The partnerships have

committed funding from Sport England to 2009, and will seek to add value and make the connections between

national planning and local delivery linked to National Governing Body Whole Sport Plans and sportscoach UK’s ‘UK

Vision for Coaching’. Sport England will be working closely with each partnership to develop effective plans to lead a

sustainable single approach to sport by 2007.

Through the development of partnerships we will ensure there is the capacity to meet the needs of new participants

from across all sectors, such as the ageing population and health. This is naturally linked to facility provision, and

where educational facilities can be utilised, a natural continuum can be created between schools, colleges and clubs,

effectively doubling the provision and helping address issues such as rural access.

The levels of physical activity in our

region are amongst the highest in the

country [37%] and whilst this is

encouraging, these numbers are still a

long way from the Government target

of 70% by 2020. At national level, the

Government has established the

Activity Co-ordination Team (ACT) to

join up policy-making, investment and

delivery. ACT will be responsible for

co-ordinating activity through nine

Government departments and key

national agencies and will drive

forward radical change to increase

and widen participation within sport

and physical activity.

“Anyone contemplating a sedentary life should first check withtheir doctor to see if their health can stand it.” Professor P O Astrand.

19 20

INNOVATION AND DELIVERY

[9] We will strengthen the London 2012 Olympic and Paralympic bid in theEast of England through focused activity and promotion.EXAMPLE Promote the bid through campaigns to various sectors in the east, raising the

profile and capturing volunteer interest, such as a cultural campaign.

[10] We will increase participation in the region’s isolated rural communitiesthrough innovation and creativity.EXAMPLE Test new approaches to rural isolation (Rural Activity Partnership), for

example, the partnership between Sport England and the Forestry Commission,

Countryside Agency, Rural Action East.

[11] We will maximise the role of education by increasing participationthrough the support of the PESSCL project and the promotion of greatercommunity use of educational facilities.EXAMPLE Encourage educational establishments to open their doors to the public

outside of curriculum hours, and facilitate partnerships with the private sector.

[12] We will increase participation in wider forms of active recreation andsport, such as X-treme sports, utilising innovation, promotion and support.EXAMPLE County Sports Partnerships and other community providers to promote a

wider variety of active recreation, not just traditional sports.

[13] Opportunities will be increased for people to participate in sport andactive recreation in their sports club, school, workplace or home throughbetter access and improved understanding.EXAMPLE Promote and recognise that active recreation can take place in a wide range

of environments, promote family activity at home (walking to work/school initiatives).

Preparation for the 2012 Olympic and Paralympic Games is already underway, as a region

we should lend as much support as possible to bringing the Games to Britain. The socio-

economic impact and legacy of the Games is legendary, and it’s for us to promote its value

to other sectors in our region and use it as a catalyst for lasting cultural changes in

participation and national pride.

Sport has to take the ‘needs-led’ approach to heart and become more ‘customer facing’,

painting new scenarios for the future and keeping track of its customers to provide special

targeted offers. Sport has to become a modern ‘product’, with a social and health ethos

that fits comfortably alongside other modern leisure provision and exploits joint marketing

opportunities, especially to those under-represented in sport. To achieve this, there is a

need for a long-term culture shift, in the development and operation of sports facilities, in

the development of multi-sport and activity environments and the use of new technology.

Evidence from around the world suggests that local innovation is fundamental to increasing

and widening the base of participation. A key priority from the regional seminars was the

creation of a network of multi-activity/multi-sport centres - an environment for sport with

strong marketing and image promotion, linking to, and receiving support from, other

community facilities. We are fortunate to now have devolved

decision making on funding through the East Regional

Sports Board. This will allow greater flexibility and innovation

for trying new ideas; suggestions that are innovative and

different, ‘needs-led’ demonstration projects, if you like, a

golden age for sports development visionaries and

entrepreneurs.

The Framework for Sport suggests more emphasis on multi-sport environments (indoor and outdoor),

modern social venues with ease of access. As part of the culture and possible identity of the East of

England, this could include investment in greater cycling provision through cycle-lanes and the

development of safe walking spaces linking to community safety and the involvement of the police.

There is no escaping the fact that the region is predominantly rural with access being a major issue.

There simply isn’t enough funding to build facilities on everyone’s doorstep. We can however, be

smarter about where we do invest through improved mapping and needs analysis. We can also be a

lot smarter about what facilities exist already. We should be encouraging (and incentivising) more

schools to open their doors to their communities. The proposed Private Finance Initiative (PFI) and

‘Building Schools for the Future’ are golden opportunities to improve sport in schools and community

access to school sites. Working with education partners we want to see sport and active recreation as

part of the ‘Extended Schools Programme’ and establishing strong school-club links through the

support of the PESSCL Project (Physical Education, School Sport and Club Links – DfES/DCMS).

A big message for us is the need for a community-oriented approach in line

with much of the thinking behind ‘community development’. Sport Action

Zones and other community-based sports projects have adopted this new

approach, creating a working environment that listens to local partners,

adopting a ‘needs-led’ approach.

Our region has an abundance of natural assets and great ecological beauty.

Countryside sport and outdoor activity are important contributors to regional

tourism and the rural economy, particularly in more remote areas where

opportunities for diversification and enterprise may be limited. Many

opportunities exist for better co-ordination of the planning, promotion,

marketing and delivery of the countryside and for the provision of new

activity environments in community forests, waterways and coastline. Making

the most of these assets and linking to the urban-fringe of the larger towns,

greater provision should be made for X-treme and informal activities, such as

scooters, blades and boards.

“Never eat more than youcan lift.” Miss Piggy.

Owen Hines, Evening Star Ipswitch.

STRATEGIC PLANNING AND RESEARCH

[14] We will develop a comprehensive evidence base that will be used to measure and promotethe value of sport and active recreation.EXAMPLE Embrace innovation, test new concepts, measure the results, and promote success.

The need for a new approach to strategic planning was high on the agenda at the regional seminars, with a call for

evidence to be standardised around the value of sport for educational results, economic benefits, health, social

inclusion and social capital, national pride and achievement, crime and community safety, and cost benefits. There

is a need for robust baseline data on participation rates, better understanding of barriers to participation and more

information on local demographics linked to participation as part of the ACT strategy. The overriding message was

for study methods to be consistent, comparable and standardised, with evidence collected in planned cycles.

Stakeholders agreed that performance indicators at all levels should be clearly defined and consistent, with agreed

targets and benchmarks, and links should be established with FE/HE research communities to share data and co-

ordinate findings, led by Sport England.

Sport England is taking the lead to develop a new, comprehensive facilities database called ‘Active Places’, as a

strategic planning tool for sport, as a source of public information on sports and sports facilities that will encourage

non-participants to become active.

A key criticism from Game Plan was that insufficient evidence existed to make a case for sport, something that is

vital as future Lottery income is uncertain beyond 2009. Coupling this with the Government’s target of increasing

participation to 70% by 2020, we really need to learn what are the motivations and attitudes of non-participants, so

we are able to engage them effectively and to provide information on participation levels.

Monitoring and evaluation are critical at every

level of delivery. The DCMS is accountable to

the Treasury through PSA (Public Sector

Agreements) targets, Sport England is

accountable to the DCMS, and all recipients of

Sport England funding will also be

accountable. Monitoring is not just about

tracking projects but intervening positively to

ensure the most efficient and cost-effective

use of funds. Evaluation ensures outcomes

and targets have been met and will provide

evidence to the top of the chain ensuring

greater future investment for sport.

What we MUST do!At a time when investment into sport from the Government and from National Lottery

has incrementally decreased over the past few years, we MUST ensure that future

funding decisions are taken in the full knowledge that sport and active recreation are

delivering against the targets identified in Game Plan.

We MUST increase participation rates in sport and active recreation by 1% year

on year, working towards the Government’s target of 70% by 2020.

As participation numbers have remained static over the past few years (despite

National Lottery investment), we MUST now think and act differently. We MUST

take the best practice from what has gone before and combine it with new innovative

approaches to delivery, looking for a step-change in the way the sporting culture

exists in England.

We MUST build comprehensive monitoring and evaluation into the delivery of sport

and active recreation across the East of England. We MUST be able to evidence

changes against the seven main outcomes identified in the Framework for Sport in

England.

Once we have good evidence about sport, we MUST market and promote it, as

widely and as high as we can. With a Rugby World Cup win and a current Olympic bid

the opportunities have never been so great. As well as promoting sport we are

promoting ourselves and want to show the world our passion, enthusiasm and

commitment.

“Along with increasing social inclusion, and promoting a healthy lifestyle, sportreally can be an effective tool to tackle anti-social behaviour, and give people anopportunity to express themselves in something that they may be good at andenjoy, and also give them a sense of worth."Lisa Colby, Leisure Officer, Southend-on-Sea Borough Council.

21 22

Simon Finlay.

CHAPTER 5

MAKINGIT HAPPEN

“There is no limit to the good you can do if you don'tcare who gets the credit”

GEORGE S. MARSHALL, AMERICAN CHIEF OF STAFF DURING WWII

The Value of SportThe role and value of sport to meet wider social objectives has never been as

important as at the present time.

Sport can, and does, make a significant impact upon the quality of life and the

sense of community. The direct gains to sport through increased levels of

participation and performance of our clubs and representative teams can also

indirectly influence wider social agendas such as crime, health, regeneration and

renewal, social exclusion and inequality.

Traditional partners such as National Governing Bodies of Sport, Clubs and Local

Authorities have been involved in the development of sport per se, but there is a

growing acceptance that we need to develop an approach to engaging additional

key agencies whose primary service may not be sport but these wider issues.

The direct aims of increasing

participation in sport and active

recreation and making a sustainable

impact upon wider social agendas

cannot be done in isolation. This plan

presents a timely reminder that

widening the range of opportunities can

best be achieved through partnership.

There are many examples across the

region where sporting partners are

already working strategically and locally

to engage non-sporting partners who

have a significant role to play

addressing both direct sporting

objectives and a wider social agenda.

These include government agencies,

education, the voluntary sector, health,

sporting agencies, the private sector

and the media.

The following snapshot gives an

overview of key partners and the

sectors they represent.

Government Office for the East of England – GO-EastCaroline Bowdler, Regional Director, Government Office for the East of England (GO-East)

said, “the Government Office for the East of England recognises the impact of sport on the

lives of individuals and communities in this region. Sport is good for everyone’s health. It

helps young people develop physical skills and life skills, and it brings communities

together.

Sport has a major role to play in helping the East of England achieve its ambitions for

growth and regeneration. GO-East welcomes the East of England Plan for Sport as a key

strategy for the region.”

GO-East is based in Cambridge and works to promote and implement government policy in

the East of England, focusing on economic and social issues. It has a strategic advisory and

funding responsibility. Sport England and key partners are working ever more closely with

GO-East in developing a co-ordinated approach to using sport as a tool to address issues such

as social exclusion, regeneration and rural issues through investment into targeted areas, using

initiatives such as New Deal For Communities and Neighbourhood Pathfinders.

GO-East also plays an important role in promoting the Government’s planning policy agenda,

and in the East of England a key objective is to deliver the major new growth areas proposed in

the Sustainable Communities Plan (2003) for the Thames Gateway, M11 Corridor and Milton

Keynes - South Midlands (which includes the Bedford and Luton/Dunstable areas).

Sport England is one of several regional agencies that will work with GO-East to ensure that the

new communities are developed with full supporting ‘social infrastructure’, including adequate

formal and informal sport and recreation opportunities.

In a statutory role, Sport England liaises closely with GO-East with regard to development

proposals affecting playing fields, in particular where a Sport England objection results in the

proposal being referred to the Government Office under the provisions of the Town and Country

Planning (Playing Fields) (England) Direction 1998.

Examples of joint working:

Two regional conferences aimed at showcasing the Value of Sport in renewal and regeneration.

Worked to support the implementation of the Fenland Neighbourhood Pathfinder Regeneration

Project in rural Fenland, working in partnership with Sport England East and Fenland District

Council to maximise local gains for sport through this investment programme.

www.go-east.gov.uk

Steve Bainbridge, Essex County Newspapers.

Michael Hall - East Anglia Daily Times

23 24

25 26

East Of England Development Agency –EEDADavid Marlow, Chief Executive, East of England Development Agency

(EEDA), said: "We welcome a strategy for the development of sport in the

region as it plays an important part in the economic progress of the East of

England.”

"Ensuring that people have access to a range of good sporting facilities, in

terms of both participation and as a leisure option, is also important for the

sustainable development of our communities."

EEDA is primarily responsible for the development of the regional economy.

EEDA has significant investment responsibilities, working to support the

economic and social development of the east region. EEDA works

strategically to fund the development of sub-regional partnerships through

bodies such as Local Strategic Partnerships, Local Economic Partnerships

and the regional Market Town infrastructure. EEDA has recently launched

two significant investment programmes aimed at addressing social and

economic capacity at a regional and sub- regional level, namely Rural

Renaissance and Investing In Communities. These significant

investments present an opportunity for sport to work in

partnership at a regional and sub-regional level to service the

aims of these programmes. EEDA also supports the Regional

Assembly in the development of the Sustainable Development

Framework for the region.

The East of England RegionalAssembly - EERABrian Stewart, Chief Executive, East of England Regional

Assembly (EERA) said "the East of England Regional Assembly

warmly welcomes the East of England Plan for Sport. The

Assembly recognises the enormous benefits that sporting activity

can make to both physical and mental health and wellbeing of

individuals and communities. It looks forward to working with

Sport England, local authorities and other partners to develop

sport in the East of England region."

EERA’s purpose is to promote the economic, social and

environmental well-being of the region, in accordance with the

needs of sustainable development, in the interests of all those

who live and work in the region through a partnership of elected

representatives and representatives of other regional interests.


Working together with sport and local partners to fund several local infrastructure

projects created to drive up participation amongst priority groups. These include a

5-year investment programme in Fenland focusing on sport and physical activity for

women and girls and rural communities. Funding for the project allows the

employment of an officer and a development budget. This work concentrates on

building local capacity through increased skills and knowledge, structures and

clubs in areas where transport and access is limited.

Supporting regional research into Black and Minority Ethnic sport in partnership

with Sport England and MENTER (The East of England Black and Minority

Ethnic Network).

www.eeda.org.uk

www.menter.org.uk


Sport has worked in alliance with EERA in the production of the Regional Social

Strategy; in particular, looking at the role sport can play upon wider social agendas

such as health, community regeneration, crime diversion and education in areas of

great need. This document will reflect the contribution sport makes through

demonstrating models of good practice from existing infrastructure projects,

together with suggesting ways in which strategic alliances can work long-term to

address social exclusion, using sport as a tool for change.

www.eera.gov.uk

Mathew Power

27 28

The East of England Public Health Group - EEPHGGina Radford, Regional Director of Public Health, East of England Public Health

Group, said; “ In the Chief Medical Officer’s new report, At Least Five a Week, he has

stressed that adults must undertake moderate exercise for 30 minutes at least five

times a week and children needed to exercise for an hour every day. While this can be

part of everyone’s daily routine we look forward to working with Sport England to

promote more opportunities for people to become active”.

EEPHG is actively working to meet the public health agenda in the East of England

and its mission statement is: Championing Health for the East of England.

EEPHG will collaborate with GO-East colleagues and regional agencies to promote an

Investment For Health approach and supports an integrated approach to economic,

social, environmental and health development within the region. It ensures public

health issues are addressed in the regional and national implementation of The

Sustainable Communities Plan and contributes to the delivery of other Department’s

Public Service Agreements targets. EEPHG will work with the East of England

Regional Assembly to develop a Regional Health Strategy.

The Countryside AgencyThe Countryside Agency is the statutory champion and watchdog

working to make the quality of life better for people in the

countryside.

The Countryside Agency regional office in Cambridge works to

improve access to and from the countryside through investment into

local infrastructure and addressing issues such as limited local

services in rural areas (poor transport, poor facilities, limited

knowledge and skills).

The Countryside Agency focuses its efforts on addressing the health

and social well-being of rural communities and is a key partner for

sport and active recreation in addressing rural issues. The

Countryside Agency invests in sub-regional bodies such as County

ACREs (Action with Communities in Rural England) or Rural

Community Councils to address its aims and objectives and is also

a key partner in developing Market Town Partnerships.


Great Yarmouth Primary Care Trust (PCT) is one of nine pilots in a

national programme called LEAP (Local Exercise Action Pilots) and

is focusing on a community ‘way – marked’ walking programme, a

weight management programme of physical activity and diet control

and specialist instructors involving people within their own

communities. The project is based on a network of strong local

partnership led by the PCT and went ‘live’ in January 2004.

Work is underway between Sport England and the East of England

Public Health Group to set up a Physical Activity Forum. This group

will be made up of representatives from departments in the

Government Office, Regional Development Agencies, leisure services

and voluntary sectors. It will develop and deliver an evidence based

physical activity plan for the region and monitor its progress.

www.go-east.gov.uk/partnerships/public_health_groupDepartment For Environment,Food & Rural Affairs (DEFRA)DEFRA East is based in Cambridge and works to

achieve sustainable and thriving rural economies, and

to protect and enhance the natural and cultural

heritage characterised by generally low lying farmland

and coastal features, in order to strengthen the

distinctive character and economy of the East of

England.

Sport England East and partners have worked with

DEFRA as part of the Rural Development Programme

(RDP), which has funding until 2006 to address access

to sport in rural areas. The programme has a key focus

for building thriving social environments and improving

the quality of life.


Working closely with Sport England East and partners to develop

a farm ‘sports’ diversification programme in North

Cambridgeshire. Farm diversification involves changing the use

of land and disused buildings to benefit enterprise and

community life.

www.defra.gov.uk


Research commissioned into rural sport and active recreation

in the East of England through officer support, advice, evidence

and funding.

Developing a pilot sport and physical activity programme for young

people in rural Norfolk and Suffolk. The Countryside Agency’s is

investing its resources into this area to increase participation and to

build local capacity.

www.countryside.gov.uk

29 30

Living EastLiving East is the Regional Cultural Consortium in the East of England

and is charged with using the power and potential of culture in its widest

sense to improve all aspects of people’s lives. Its vision is “to put culture

at the heart of the region’s life”.

Sport England is a key member of Living East and works in partnership

on a number of key projects. Examples would be the development of a

Regional Cultural Skills Development Plan or the development of

standardised approaches to data collection for the sporting and cultural

sectors.


Sport England has worked closely throughout 2002-03 with Living East

in the production of draft Regional Planning Guidance for the region

(RPG14), which will be published in Autumn 2004. This holistic

approach to producing guidance covering all strands of the cultural

sector ensures that sport and physical activity is seen as a key

component in raising the quality of life for the region’s residents and

visitors, in line with the Regional Cultural Strategy produced by Living

East in 2001.

www.livingeast.org.uk

Regional Lottery ForumThe Regional Lottery Forum brings together the regional Lottery distributors.

Joint work through this group involves a joined up approach to the

development of work in priority areas, work on joint promotional strategies

and to act as a joined-up lobby for the work of the Lottery in the region.

CHAPTER 6

TIME FOR ACTION!‘We have to be more reactive, dynamic and innovative

but without losing sense of our strategic direction’

Putting aside the perverse conflict in the above statement the sentiment is spot on. We have absolute clarity of what the

Government wants us to achieve by 2020. We have devolved responsibility for funding and decision-making at regional

level through our Sports Board. Now all we have to do is make it happen, not withstanding the excellent work that has

happened in the past, it’s time for action.

To achieve the targets set out in Game Plan, sport will have to engage with a new range of partners. Anyone reading this

document has already expressed an interest in sport and active recreation. We want you to understand and promote the

benefits that sport can bring, from children playing at school, teenagers skateboarding at their parks, to weary adults trying

to keep fit. No one can deny the pride they have felt when England won the World Cup, not just the rugby in 2003, but as

far back as the football in ’66. We all have our favourite sporting memory, Ian Botham’s heroics at Headingley, Sir Roger

Bannister’s mile, Tanni Grey-Thompson’s Paralympic medal haul of 13, Sir Steve Redgrave achieving his fifth Olympic gold.

For Sport England’s part, if the East of England Plan for Sport sets out what we are going to do between now and 2008,

the Annual Business Plan will set out how we are going to do it, when we are going to do it and whom we are going to do

it with.

Sport England is already working on a Regional Communications Plan, which will enable a more consistent

and comprehensive approach to information gathering and sharing, not least through the development of a

regional sports observatory.

Monitoring and evaluation and identified resources will allow the Sports Board to act quickly and deliberately,

speeding up decision-making based on evidence, good practice and need. Annually, the Sports Board will

hold a public meeting to report on progress and to address issues from partners and customers.

The rest they say is simple! - to make England the most active and successful sporting nation in the world.

It’s time to stop the navel-gazing and time to understand we all want sport to flourish and prosper

in our region. We want partners to appreciate the added value sport can bring. We want to be

seen as serious, as professionals and as experts. Collectively, little can stop us – so now

it really is time for action.

“True sport is always a duel; a duel with nature, withone’s own fear, with one’s own fatigue; a duel in whichbody and mind are strengthened.”Yevgey Yevtuskenko.

31 32

Appendix One Appendix Two AcknowledgementsThe East Regional Sports Board would like to acknowledge the following for their contribution to the East of England Plan for Sport through their

attendance at the Cambridge Seminars in June and September 2003 and the Newmarket Seminar in February 2004 along with many others not listed

who also contributed to the Plan.

Added Value PR Limited

Age Concern England

All England Netball Association

ALPHA (Access to Learning forthe Public Health Agenda)

Amateur Athletics Association

Amateur Rowing Association

Amateur Swimming Association

Awards for All

Babergh District Council

Badminton Association

Bedford Healthy Living Initiative

Bedford Primary Care Trust

Bedfordshire Rural CommunityCouncil

Bedfordshire Sports & HockeyCentre

BHF National Activity Centre

Breckland Leisure Centre &Waterworld

British Canoe Union

British Cycling Federation

British Gymnastics

British Judo

British Triathlon

Broadland District Council

Broxbourne Borough Council

Cambridge City Council

Cambridge University

Cambridgeshire CricketDevelopment Office

Cambridgeshire FootballAssociation Ltd

Castle Point Borough Council

Chelmsford Borough Council

Colchester United Community

Sports Trust

Community Fund

Community RenewalNetwork East

Countryside Agency

COVER (Community and VoluntaryForum for the Eastern Region)

Creating Excellence

DEFRA (Department forEnvironment, Food and RuralAffairs)

Department of Health

East Cambridgeshire DistrictCouncil

East Cambridgeshire HealthyLiving

East of England PublicHealth Group

East of England RegionalAssembly (EERA)

East Region Netball Association

Eastern Region Public HealthObservatory

EEDA (East of EnglandDevelopment Agency)

EFDS (English Federation ofDisability Sport)

England Squash

English Basketball

English Hockey

English Institute of Sport – East

English Table Tennis Association

Epping Forest District Council

Epping Forest Primary Care Trust

Essex County Council

Essex County Cricket Club

Federation of Eastern Sport

Football Association

Football Foundation

Forest Heath District Council

Forestry Commission

GO-East

Gosling Sports Park

Great Yarmouth Borough Council

Greater Peterborough PrimaryCare Partnership

Hertfordshire Rural Partnership

Hertfordshire County Council

Herts Sports Village

Hertsmere Borough Council

Institute of Public Health

Ipswich Borough Council

Lawn Tennis Association

Living East

Luton & Bedfordshire HealthySchools Partnership

Luton Borough Council

Maldon Primary Care Trust

MENTER (East of England Blackand Minority Ethnic Network)

Mid Bedfordshire District Council

MSA Motorcar Sports

New Opportunites Fund

Norfolk County Council

Norfolk Sports Alliance

North Norfolk District Council

North Norfolk Primary Care Trust

Norwich City Council

Norwich City Football Club Ltd

Norwich Union

Peterborough City Council

Peterborough Crime & DisorderPartnership

Royston, Buntingford and Bishop's

Stortford Primary Care Trust

Rubgy Football League

Rugby Football Union

Rural Action East

Royal Yachting Association

South Cambridgeshire DistrictCouncil

Southend-on-Sea BoroughCouncil

sports coach UK – East

SportsAid Eastern

Sportsmatch

St Edmundsbury Borough Council

Stevenage Borough Council

Suffolk ACRE

Suffolk Coastal District Council

Suffolk County Council

Suffolk Learning & Skills Council

Suffolk Sports Partnership

Tendring District Council

Thames Gateway, South EssexPartnership

The College of West Anglia

The Countryside Agency

The Ormiston Trust

Three Rivers District Council

Thurrock Council

University of East Anglia

Watford Borough Council

Waveney District Council

Welwyn Hatfield District Council

Welwyn Hatfield Primary CareTrust

Youth Sport Trust – East Region

UK WIDE PRIORITY SPORTS:

Athletics, Swimming, Cycling, Rowing, Sailing, Canoeing,

Triathlon, Judo, Gymnastics, Equestrian

ENGLAND PRIORITY SPORTS:

Football, Tennis, Cricket, Rugby Union, Rugby League, Golf,

Hockey, Badminton, Squash, Netball

ENGLAND DEVELOPMENT SPORTS:

Basketball, Rounders/Softball/Baseball, Movement and Dance,

Table Tennis, Volleyball, Lacrosse, Outdoor Pursuits

(Mountaineering and Angling), Bowls, Karate, Boxing.

All settings

All settings

Community

Community

Workplace

Higher and Further Education

Primary and Secondary Schools

All settings

PRIORITY POLICY AREAS POLICY PROPOSALS SETTING RELEVANT DRIVERS RELEVANT OUTCOMES MAIN STAKEHOLDERS2004-2008 (INCREASING PARTICIPATION IN SPORT AND

ACTIVE RECREATION IS A COMMON OUTCOME FOR ALL POLICY AREAS)

[1] That sport will contribute to a 1%year on year increase in participationacross the region through a “30minutes a day” campaign.

EXAMPLE Develop working relationshipswith key regional media (inc. BBC, AngliaTV, radio, daily newspapers) sharing jointpromotion of the 30 minutes a daycampaign, working with Anglia TVpromoting ‘Britain on the Move’.

[2] That we will achieve an effectivecommunications hub recognisingdifferent market needs through thecreation of a robust communicationsand marketing network.

EXAMPLE Create a RegionalCommunications Plan to develop systemsfor better communication, for example,continuing the success of the monthly emailupdate and moving towards more targetedsubscriber-based updates and targetedmarketing to different audience groups.

[3] We will maximise the investmentinto sport and active recreationthrough the land-use planningsystem.

EXAMPLE Use the section 106 planningobligations to secure direct investment intosport in designated regional growth areassuch as The Thames gateway andM11 Corridor.

[4] We will have a culture of continuousimprovement in the planning, deliveryand evaluation of sport and activerecreation through the introduction ofquality assurance standards andpromotion of good practice.

EXAMPLE Work with local authoritiesto ensure that significant numbers gainthe ‘Towards an Excellent Service’standard. Also working with sportsclubs and encouraging the take-upof ‘Clubmark’.

[5] We will create a best practiceforum to recognise, showcase andcelebrate the value of sport andactive recreation through innovationand creativity.

EXAMPLE We will in the future, facilitateseminars that bring together ‘beacon’agencies to share examples of bestpractice, for example, successes in raisingparticipation in low participation groups.

Sport England, Local Authorities, CountySports Partnerships, sports organisations,event organisers, private fitness industry,

regional and local media partners (inc.BBC, Anglia TV, daily newspapers).

Sport England, Local Authorities, EEDA,GO-East, scUK, County Sports

Partnerships, sports organisations, LocalStrategic Partnerships, Primary Care

Trusts, event organisers, private fitnessindustry, regional and local media partners

(inc. BBC, Anglia TV, daily newspapers).

Sport England, Local Authorities, LocalStrategic Partnerships, GO-East, EEDA,ODPM, Private Sector, County Sports

Partnerships.

Sport England, County SportsPartnerships, scUK, ILAM, ISRM, Local

Authorities, NGBs.

Sport England, Local Authorities, LocalStrategic Partnerships, all those in receipt

of funding.

Ageing Population

Time Pressures

Well-being and Obesity

Utilising Education

Variations in Access

Volunteers and Professionals

Levels of Investment



Time Pressures




Utilising Education



Ageing Population

Time Pressures


Utilising Education



Widening access

Improving health and well-being

Creating stronger and safer communities

Benefiting the economy

Widening access


Improving education


Widening access




Improving levels of performance

Widening access

Improving levels of education


Widening access


Improving education

PROMOTION AND MARKETING

LEGLISLATION ANDREGULATORY CHANGE


33 34

Appendix Three: East of England Plan for Sport summary.

Community

Workplace



All

All

Community

Workplace



Community

Workplace





[6] We will build quality and capacityinto the professional and volunteerworkforce through improvedprofessional development andtraining opportunities.

EXAMPLE Improve the continuousprofessional and volunteer development,through increased training opportunities,and utilising new investment through theSector Skills Council (Skills Active UK).

[7] We will have a fully co-ordinatedsports development system withdelivery led by County SportsPartnerships, School SportsPartnerships and National GoverningBodies.

EXAMPLE Establish County SportsPartnerships ensuring core plans deliverSport England objectives linking schoolsport, NGB Whole Sport Plans andcommunity sport.

[8] There will be greateropportunities for low participationgroups through the promotion ofeffective partnerships and targetedcommunication.

EXAMPLE Highlight effective practice ofjoint-agency work, for example, piloting andtesting new opportunities for lowparticipation groups, such as GP referral forphysical activity for black and ethniccommunities.

[9] We will strengthen the London2012 Olympic and Paralympic bid inthe East of England through focusedactivity and promotion.

EXAMPLE Promote the bid throughcampaigns to various sectors in the east,raising the profile and capturing volunteerinterest, such as a cultural campaign.

[10] We will increase participation inthe region’s isolated ruralcommunities through innovation andcreativity.

EXAMPLE Test new approaches to ruralisolation (Rural Activity Partnership), forexample, the partnership between SportEngland and the Forestry Commission,Countryside Agency, Rural Action East.


Widening access


Improving education

All

All

Ageing Population



Utilising Education


Ageing Population

Time Pressures


Utilising Education



Widening access


Improving education

All

Widening access



Improving education


Widening access

Improving education


Widening access



STRUCTURES ANDPARTNERSHIPS


35 36

Sport England, Skills Active UK, LearningSkills Councils, County Sports

Partnerships, NASD, Connexions, CCPR,NGB, COVER, ERSDA, and EEDA.

County Sports Partnerships Network, All.

Sport England, County SportsPartnerships, Local Strategic

Partnerships, Youth Sports Trust, LocalAuthorities, WSF, Primary Care Trusts,

CVS.

Sport England, Local Authorities, EEDA,GO-East, scUK, County SportsPartnerships, UK Sport, event

organisers, NASD, private sector,ERSDA, regional and local media

partners (inc. BBC, Anglia TV, dailynewspapers).

Sport England, SUSTRANS, CountrysideAgency, Local Strategic Partnerships,National Parks, Forestry Commission,Environment Agency, County Sports

Partnerships.

Community



Community

All

All



[11] We will maximise the role ofeducation by increasing participationthrough the support of the PESSCLproject and the promotion of greatercommunity use of educationalfacilities.

EXAMPLE Encourage educationalestablishments to open their doors to thepublic outside of curriculum hours, andfacilitate partnerships with the privatesector.

[12] We will increase participation inwider forms of active recreation andsport, such as X-treme sportsutilising innovation, promotion andsupport.

EXAMPLE County Sports Partnerships andother community providers to promote awider variety of active recreation, not justtraditional sports.

[13] Opportunities will be increasedfor people to participate in sport andactive recreation in their sports club,school, workplace or home throughbetter access and improvedunderstanding.

EXAMPLE Promote and recognise thatactive recreation can take place in a widerange of environments, promote familyactivity at home (walking to work/schoolinitiatives).

[14] We will develop a comprehensiveevidence base that will be used tomeasure and promote the value ofsport and active recreation.

EXAMPLE Embrace innovation, test newconcepts, measure the results, andpromote success.

Sport England, Local EducationAuthorities, Youth Sports Trust, School

Sports Partnerships, Eastern Universities,University College Sport (UCS),

County Sports Partnerships

Sport England, SUSTRANS, CountrysideAgency, Youth agencies, NGBs, FitnessIndustry Association, and Private Leisureproviders, County Sports Partnerships,

and outdoor activity agencies.

Sport England, Local Authorities, CountySports Partnerships, event organisers,

private sector, health sector, regional andlocal media partners (inc. BBC, Anglia TV,

daily newspapers).

Sport England, Living East, EEDA, EERA,Regional Public Health Observatory, all

those in receipt of funding


Utilising Education



Ageing Population




All

All

Widening access


Improving education


Widening access



Widening access




Improving education



STRATEGIC PLANNING ANDRESEARCH

37 38

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