1.I This report outlines the new national strategy for sport and highlights the potential impact of the strategy on planning for sport in the City.

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1 +EDINBVRGH+ THE CITY OF EDINBURGH COUNCIL Item n I b Reprt n Reaching Higher - The Natinal Strategy Fr Sprt Culture and Leisure Cmmittee 2 Nvember 27 1 Purpse f Reprt 1.I This reprt utlines the new natinal strategy fr sprt and highlights the ptential impact f the strategy n planning fr sprt in the City. 2 Backgrund 2.1 Reaching Higher, the new natinal strategy fr sprt, was published by the Scttish Executive in February 27 fllwing a scheduled review f the previus strategy Sprt 21. The strategy sets ut the lng-term aims and bjectives fr Sprt in Sctland until 22 and plans fr its delivery and evaluatin. 2.2 Sprt 21, which cvered the perid 23-27, set 11 natinal targets. These cvered increasing participatin by different age grups, a rise in the number f accessible sprts halls, supprting vlunteers and clubs and establishing lcal strategies fr sprt within the framewrk f cmmunity planning. 2.3 The main shift in emphasis between Sprt 21 and the revised strategy is t reflect a new, clear fcus n delivery, with defined rles and respnsibilities fr the key partners in Scttish sprt - the Scttish Gvernment, sprtsctland, lcal authrities and sprts gverning bdies. 2.4 Althugh Reaching Higher fcuses primarily n the imprvement and develpment f Scttish sprt it is based n the recgnitin that sprt cntributes t and cmplements wider plicies n health and wellbeing, develping persnal skills and self cnfidence, cmmunity develpment, vlunteering, transprt and enhancing ecnmic and turism pprtunities. 1

2 2.5 The cntributin f sprt t educatin and t A Curriculum fr Excellence is recgnised and synergies with services such as culture, health imprvement, yuth wrk, cmmunity learning and children s services are identified. The need t ensure there are links between these strategies is stressed and the agenda fr public sectr refrm is seen as an pprtunity t break dwn barriers, reduce bureaucracy and jin up services acrss rganisatins, sectrs, gegraphical bundaries and sprts. 3 Main reprt The Visin 3.1 The visin fr sprt in Sctland as identified in Sprt 21 was ne where: Sprt is mre widely enjyed and available Sprting talent is recgnised and nurtured Wrld class perfrmance is achieved and sustained 3.2 In rder t realise the visin fr sprt in Sctland the new strategy establishes the fllwing principles: Everyne having access t affrdable, high quality cmmunity sprt facilities and advice and guidance; Children enjying sprt in and ut f schl and staying invlved thrughut their lives; Individuals being able t mve frm sprt t sprt accrding t their changing lives, abilities and capacity; Talent being recgnised early and develped t its full ptential; A wrld reputatin as a successful sprting natin; A wrld class reputatin fr hsting a range f sprting events. Participatin and Perfrmance 3.3 The strategy identifies tw key utcmes: Increasing participatin; Imprving perfrmance; 3.4 Sprt 21 set a target f having 6% f the adult ppulatin participating in sprt at least nce a week by 22. This mirrrs the verarching gal f Edinburgh s Sprt and Physical Activity Strategy A Capital Cmmitment t Sprt, apprved by the Cuncil in Nvember 24, which aims t make Edinburgh the mst physically active city in Eurpe by 22. Reaching Higher recgnises that there are significant challenges relating t scial trends and changing demgraphics which have t be tackled if such ambitius targets are t be achieved. 3.5 Research indicates that participatin in sprt is declining in many parts f Sctland. This makes it even mre difficult t develp talent and imprve sprting achievements. The agenda fr change is t strengthen the sprting infrastructure, tackle barriers t participatin, particularly amng grups f peple wh traditinally have shwn little interest, and t develp pathways that allw talented perfrmers t realise their ptential. 2

3 Delivering the Visin 3.6 Reaching Higher sets ut fur natinal pririties t ensure delivery f the tw natinal utcmes. These pririties are: Well-trained peple; Strng rganisatins; Quality facilities; Prviding the player pathways The strategy highlights the challenges that exist in relatin t each f the pririties and indicates the changes that will need t be cnsidered. A delivery planning framewrk cnsisting f lcal, reginal and natinal elements is prpsed. The rles and respnsibilities f the Scttish Gvernment, sprtsctland, lcal authrities and sprts gverning bdies are utlined with the actins they can take t ensure the desired utcmes are achieved. The rles and respnsibilities f lcal authrities are set ut in the table in Appendix 1. The Scttish Gvernment prpses a mre rbust mnitring and evaluatin prcess based n natinal and lcal quality indicatrs. A new system f self evaluatin is prpsed based n the Eurpean Fundatin fr Quality Management Excellence Mdel which supprts cntinuus imprvement. The framewrk fr self evaluatin will be devised thrugh cnsultatin with lcal authrities, sprtsctland and gverning bdies f sprt. It is likely that the new quality assurance mdel fr sprt will use similar criteria t the mdel that is being drawn up fr evaluatin f lcal authrity cultural services. This fcus n utcmes, impact and perfrmance sits alngside the cmmitment fr lcal authrities t deliver cntinuus imprvement under Best Value. The planning mdel prpsed in Reaching Higher encurages the prductin f lcal strategies t reflect lcal needs and pririties while taking accunt f the utcmes, challenges and agenda fr change that are set ut in the natinal strategy. Given the likelihd f a requirement t reprt t the Scttish Gvernment n prgress twards the key utcmes f the natinal strategy and hw the fur natinal pririties are being addressed, Edinburgh s Sprt and Physical Recreatin Strategy and it s implementatin plan will be reviewed t ensure that they align with and reflect the new natinal strategy s requirements. 3

4 Financial Implicatins The Sprt and Physical Recreatin Strategy implementatin plan will take full accunt f the resurces available including ptential surces f external funding. Applicatins fr the Capital Investment Prgramme have been submitted Recmmendatins It is recmmended that the Culture and Leisure Cmmittee: Ntes the publicatin f Reaching Higher, the new natinal strategy fr sprt; Ntes the rles and respnsibilities fr lcal authrities as identified in the natinal strategy; Ntes that further reprts n prgress twards achieving the natinal utcmes will be submitted. Append ices Cntactltel Wards affected Backgrund Papers Table f Rles & Respnsibilities fr Lcal Authrities Craig Cunningham, Senir Sprts Officer, craiq.cunnina hamamedin burq h.qv.u k Stephanie-Anne Harris, Head f Sprt and Physical Activity, Stephanie-anne. harrisaedin burq h.qv. u k City Wide Nne 4

5 APPENDIX 1 LOCAL AUTHORITY ROLES & RESPONSIBILITIES ACTIONS _. Lead and facilitate strategic sprts planning as part f the wider crprate, and cmmunity planning arrangements f lcal authrities and where apprpriate crss-bundary planning arrangements Ensure that as part f strategic sprts planning, a cmprehensive apprach is adpted t the planning f sprts facilities and playing pitches which encmpasses the full range f prvisin including the schl estate, clubs, private sectr and cuntryside alike Strategic planning and partnershi wrking Ensure that the planning f lcal authrity sprts facilities frms part f crprate asset management strategies, cnsiders life-cycle maintenance implicatins, and the full range f investment planning ptins including multi-service venues and cnsideratin f ptential surces f fimding Establish apprpriate sprts partnership wrking arrangements in cnjunctin with the lcal sprts cuncil, ther key agencies and services and the vluntary and cmmunity sectr, t help steer the develpment and implementatin f strategic sprts planning arrangements Wrk t help the Scttish Steering Grup n Lndn 212 t maxiinise the benefits t Sctland fi-m the Lndn 212 Olympic and Paralympic Games Develp a strategic apprach t tl prvisin and management f sprts facilities Develp a strategic apprach t the prvisin f facilities in line with the Cmmunity Plan, the Operatinal Plan and Schl Estate Management Plan liaise with sprtsctland fr natinal verview and sprts gverning bdies t ensure these align with ther plans link with estate management plans 1

6 I ~ ensure playing fields are incrprated within plans prepare an pen space audited strategy t feed int the Develpment Plan Prvide apprpriate facilities in accrdance with the strategy allcate finance twards the build and maintenance f facilities use guidance fi-m sprtsctland manage against the peratinal plan management f the schl estate and maximise cmmunity use cnsider quality and accessibility input n the use and suitability f schls in prviding fr the sprting needs f the wider cmmunity Cnsider the use f natural facilities recgnise the changing nature f participatin and grwth f utdr and adventure activities Increasing participatin Cnsider partnerships with private clubs fr facility use _- Strengthen the sprting infrastructure in Sctland's pririty areas by supprting and develping cmmunity capacity in respect f club develpment, caches, vlunteers and cmmunity sprts leaders Establish a lcal sprts frum - the starting pint fr this culd be an existing rganisatin (Lcal Sprts Cuncil) and enhance/develp as required Develp and supprt lcal infrastructure - wrking with all partners in that area fi-m lcal sprts 2

7 cuncils t clleges and universities Supprt the develpment f pathways fim schl t cmmunity with particular emphasis in areas where there is little r n existing traditinal sprts infrastructure and where either satellite club develpment r the develpment f new cmmunity sprts rganisatins may be required Cnsider allcating prfessinal supprt t assist the vlunteer structure Cnsider the prvisin f a wider sprts prgramme within schls Supprt and develp lcal partners in delivering sprt particularly clubs and lcal sprts cuncivfrum develp links with private sectr prviders Cnsider creating clubs where nne exist Identify categries f nn-participants and develp and target plicies which will stimulate an interest Apply lcally-respnsive cmmunity develpment and innvative appraches t widening and increasing participatin Cnsider the sprting needs f an ageing ppulatin Develp and supprt innvative, crss-cuncil plicies which increase participatin wrlung with trusts, lcal clubs and sprts gverning bdies t maximise participatin Cnsider the benefits f hsting events, bth majr internatinal events (in which they may be ne f many partners) and reginal events (in which they may be the lead agency) - identify within sprts plans 3

8 Implement the single Equity Scheme, including rll ut f the Equity Standard Equity in Sprt actins are t be integrated and implemented within lcal authrity strategic plans, including the Race, Gender and Disability Equality Schemes Strengthening pathways and imprving perfrmance Identify lcal and reginal pathways in cnjunctin with sprts gverning bdies and determine hw they can be strengthened t increase participatin and imprve perfrmance at elite levels Wrk in partnership with gverning bdies and lcal clubs t strengthen pathways between schl and cmmunity-based sprt Wrk in partnership with neighburing cmmunity planning partnerships, sprts gverning bdies, hrther and higher educatin, and the Institute Netwrk t strengthen pathways between schl and cmmunity sprt and perfrmance sprt Encurage and supprt talent identificatin and nurturing within schl and cmmunity sprt settings as part f a wider "escalatr mdel" t develp sprting talent Examine demgraphics and ensure accunt is taken f ageing ppulatin and the need t ensure their cntinued cmmitment and participatin Supprt capacity building within clubs, in partnership with sprtsctland and sprts gverning bdies Supprt develpment f a welltrained wrkfrce Assist in the delivery f sprtsctland's caching strategy wrking with sprts gverning bdies and ther partners Identify pprtunities fr wrk placements, secndments and exchanges Manage the balance between vluntary and paid staff t prmte understanding and respect fr their each ther's cntributin 4

9 Supprt identificatin f current and hture wrkfrce needs t infrm natinal strategy Prmte the value f wrking and vlunteering in sprt Develp lcal appraches t recruitment and retentin f vlunteers in supprt f schl and cmmunity sprt Encurage and supprt the mtivatin and develpment f vlunteers and paid staff Review cntinuing educatin prvisin fr staff and vlunteers and ensure arrangements are sufficiently flexible and respnsive t their needs Wrk with Cuncils fr Vluntary Service ( CVS) and Vlunteering Centres in supprting vlunteers Mnitr implementatin Mnitr and evaluate in line with guidance fim the Scttish Executive Supprt research, survey and data cllectin 5