The Role of Local Government in Sport

The Role of Local Government in Sport and Recreation

Lee PrestonSport and Leisure LeadManchester City Council

Contents

1. Our Journey

2. Our Role

3. Our Landscape

4. Our Manchester

5. Our Future

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

• Insert picture of today

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.

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

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

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.

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

3. Our Landscape - Transformational Investment

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

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?

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)

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

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"

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.

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.

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

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.