It lummolore mod
etue veliquatem
volobor sit, core feu-
gait velit adiamet
Regular access to
quality facilities
encourages people
to stick to their sport
of provision expected of them? Or are the
financial pressures so great that local authori-
ties and schools have no option but to seek
only to gain maximum revenue from their as-
sets – even if this undermines the capacity of
sports providers to deliver the sort of activity
that can impact positively on the lives of indi-
viduals and communities?
We talk to NGBs and facility providers to
find out more about the situation and whether
a solution to this problem could be found. ●
Crispin Andrews a freelance journalist
CRAIG MCATEER EXECUTIVE MEMBER OF THE CHIEF CULTURAL & LEISURE OFFICERS ASSOCIATION COMMITTEE
I
’d like to think we’re getting away There’s never going to be enough space within leisure centres
from a revenue-only based rationale to allow everyone to book when they want to, so we need to
for activity within leisure facilities look to the private sector and to schools as they are upgraded
around the country. While providers do through the Building Schools for the Future programme.
have to think about the income a facility I don’t think organised sport should be prioritised over
generates, they also have to think about recreational activity as there is room for both. It’s all about
the variety of differing physical activity getting a balanced programme based around targets and
needs of the people within their commu- getting local cultural and sports strategies to evolve side
nity. This also includes those people who may not want by side rather than in isolation.
to do physical activity but for health reasons, might need to. This business strategy takes a while to filter down – but
Often this is about using available space creatively. In Roch- if you get the strategy right then you have a chance of
dale for instance, we have opened up a couple of lecture halls in producing the sort of quality local provision that will keep
a museum for weekly Pilates, aerobics and table tennis classes. people involved and happy.
ANDY KING COMMUNITY DEVELOPMENT DIRECTOR SERCO LEISURE
S
ports organisations need to be fully funding opportunities for club and volunteer development as
aware of the bigger picture and over- we firmly believe that sport will only achieve its objectives
all objectives of councils and a local through a strong and successful network of clubs supported by
authority’s remit to develop sport within quality coaches and well-maintained facilities.
the context of wider social outcomes. Adopting a ‘come and use the facilities and tell us what
Can the sport deliver on a council’s you can pay’ approach reduces hire fees for a club during
corporate objectives? Will it deliver an its growth phase. A Triathlon club in Bolton has doubled
increase in participation for residents or in size and the junior athletics club has tripled in membership
facilitate the development of sustainable programmes? Is there while using this approach.
a clear pathway for talented individuals to progress locally and It is not a simple ‘revenue versus sport development’ choice.
are partners wanting to invest to ensure value for money? Are We buy into the local authority or trust agenda and partner
there quality places to go and take part in the sport? with sports who understand the need for sport to do more than
If a sport can answer in the positive to the above then we simply develop sport for sports’ sake.
can offer free access for clubs to hold their meetings, display This means more people taking part in sport, therefore more
notice boards and advertise in our centres and leaflets. At people using leisure centres which must be, by definition, a
club open evenings, we invite club officers to find out about good-news story commercially.
Issue 3 2009 © cybertrek 2009 Read Sports Management online
sportsmanagement.co.uk/digital 25
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