3. 1. Our Journey
Why Sport and Recreation?
โข Regeneration
โข Economic Growth
โข Social Fabric Transformation
โข Global Brand Position
โข From provider to enabler
โข For well being and for individual, community and economic
development
7. 2. Our Role
โข Strong civic leadership.
โข Clear vision and strategy.
โข Represent all resident needs.
โข Create the conditions for success.
โข Constitutional obligations.
โข Statutory responsibilities.
โข To โdo more with lessโ.
โข To innovate and drive change.
8. 2. Our Role - Community Provision
(without collaborative intervention)
โข Parks and Schools in
communities with
inconsistent provision,
some activated and some
not
โข Some Leisure Centres
are less accessible in
terms of travel time
Dr William Birdโs research acknowledges that without a varied, targeted and
localised offer, physical activity will often become isolated.
Leisure Centreโs
Schools
Parks
9. 2. Our Role - Community Provision
(Collaborative SPA / Health intervention)
โข Provision needs to be very
local
โข The offer needs to be
broad, insight led and
meet the needs of all
residents
โข 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
10. 3. Our Landscape โ Current Position
โข LA budget and workforce has halved in 5 years.
โข Circa ยฃ100m capital investment in LA sport and recreation facilities.
โข Contracting and Commissioning model for elite and community
sport and leisure facilities (Trust / GLL / Third Sector).
โข A provider led approach to delivery.
โข Lack of co-commissioning at any level.
โข Rapidly growing population โ schools, homes, businesses
investment programme.
11. 3. Our Landscape - Impact
โข 40.3 % of adults (14+) participate once a week
โข 70.3% of all adults want to do more sport or PA
โข 29.2% of adults doing less than 30mins per week.
โข 40.3% of 10 / 11 yr olds are overweight or obese
โข Lower life expectancy than national averages
โข ยฃ10m โ Annual Health costs of Physical Inactivity
13. 3. Our Landscape - Key Sector
Messages
โข This is not business as usual - Demonstrate the difference
โข Place based working is key.
โข A knowledgeable, flexible and adaptable workforce
โข Transformation requires a shift in the paradigm:
โข from responding to crises, to a radical upgrade in population health
โข Commissioning collaboratively to achieve outcomes
14. 3. Our Landscape - Messages for the
sector
โข Perceived as at the margins.
โข Not fully getting it.
โข Capability and capacity but very fragmented.
โข Absence of narrative and robust evidence of business case.
โข Business model is contradictory to the Business case.
โข Understanding transformational?
15. 3. Our Landscape โ Social Value of
Sportโข Wealth of research
โข Crime reduction and Community Safety
โข Education and Lifelong Learning
โข Social Capacity and Cohesion
โข National - DCMS - Culture and Sport Evidence (CASE) Programme:
โข YPโs participation in sport = 8% increase in numeracy scores than non
participants.
โข ROI for โAt riskโ YP estimated at ยฃ7.35 of social benefit for every ยฃ1
spent.
โข Local โ Manchester
โข SROI - ยฃ37m per annum of social benefit (2013 study)
โข โMoves toolโ โ MCC Active Lifestyles programme - ยฃ23 : ยฃ1
โข Economic Value - ยฃ173.2m per annum (ยฃ44m Volunteering)
16. 4. โOur Manchesterโ
โข . Our vision is for Manchester to be in the top flight of
world-class cities by 2025, when the city will:
โข Have a competitive, dynamic and sustainable economy.
โข Possess highly skilled, enterprising and industrious people
โข Be connected, internationally and with the UK
โข Play its full part in limiting the impact of climate change
โข Be a place where residents feel safe, can aspire, succeed and live well.
โข Be clean, attractive, culturally rich, outward looking and welcoming
17. 4. โOur Manchesterโ
To deliver the vision for โOur Manchesterโ a RADICAL NEW APPROACH is
required, the principles for which include:
โข A shift of power to people
โข A new relationship between residents and council
โข A new consistent policy framework for growth and reform
โข A behaviour โ strength based model of reform
โข An asset based approach
โข Permission to work imaginatively
โข Be Positive - take pride
โข Be Courageous - be open to do things differently
โข Be Accountable - be responsible for making things happen
"How we do things is as important as what we do"
18. 4. โOur Manchesterโ
Asset Based Thinking:
โข Strength based.
โข What can I do, what can you do.
โข Weโre all in this together.
โข People have the answers.
โข People can control their lives
and made decisions.
โข How can we create community
spirit.
Deficit Based Thinking:
โข Problem orientated.
โข How to fix the problem.
โข Us verses them.
โข Problems are embedded.
โข Do things to people.
โข People are the problem.
โข People canโt be trusted to be in
control / make decisions.
19. 5. โOur Manchesterโ -
ExamplesFostering Great Citizenship
โข Broadway Community Development Group
โข We Love Withington Baths
โข Community Libraries in partnership with RSLโs
โข Park Run
โข Manchester Volunteer Sports Bureau
โข Sporting Edge
โข Didsbury Sports Ground
โข Levi Massive Facebook page
This is not a provider led one size fits all operating model.
20. 5. Our Future - Emerging opportunities
โข Early Years (Note: not in scope with Sport England)
โข Work and Health
โข Learning difficulties
โข Care pathways and long term conditions
โข Ageing Well โ healthy ageing and lifestyles
โข Workforce โ our own and others
โข Other lifecourse priorities
โข Place based work (Locality Plans / Integrated wellness offer)
โข Social movement
21. 5. Our Future โ Next Steps
โข Progress, Challenges and Opportunities ahead.
โข Build a new evidence base for the sector.
โข Sector repositioning: from the margins to the core as a preventative
strategy to improve health outcomes.
โข Maximise mass market engagement for SPA across the life course.
โข More collaboration, be transformational, embed cross boundary,
cross sector co-commissioning in our approach.
โข We need to move at scale and at pace.
Editor's Notes
Transformation โ Our Strategy for sport has always been linked to the renewal of our City, attracting visitors, stimulating jobs, growing the economy and connecting to our residents.
Events Strategy โ Prior to the mid 90โs โ limited events taking place within Manchester. Manchester was a footballing City with limited global profile in other sports.
Olympic bids โ These were the catalyst for change in the City, statement of intent, created connections to national and international sporting orgs, and led to infrastructure development of the Velodrome and the MEN arena.
Facility investment โ Velodrome โ triggered the unprecedented success by GB cycling, The MEN is the busiest arena in the world with world events from Boxing to Basketball and Netball to Swimming.
East Manchester โ The second Olympic bid and the subsequent Commonwealth Games bid was always about the regeneration of East Manchester
Transformation โ Our Strategy for sport has always been linked to the renewal of our City, attracting visitors, stimulating jobs, growing the economy and connecting to our residents.
Events Strategy โ Prior to the mid 90โs โ limited events taking place within Manchester. Manchester was a footballing City with limited global profile in other sports.
Olympic bids โ These were the catalyst for change in the City, statement of intent, created connections to national and international sporting orgs, and led to infrastructure development of the Velodrome and the MEN arena.
Facility investment โ Velodrome โ triggered the unprecedented success by GB cycling, The MEN is the busiest arena in the world with world events from Boxing to Basketball and Netball to Swimming.
East Manchester โ The second Olympic bid and the subsequent Commonwealth Games bid was always about the regeneration of East Manchester