STRATEGIC PLANNING FRAMEWORK PANEL MEMBERS
Strategic Planning: Continuum Sport & Leisure, Kit Campbell Associates, Leisure Futures, Neil Allen Associates
Needs Assessments: Kit Campbell Associates, Knight, Kavanagh & Page, Neil Allen Associates Playing Pitch Strategies: Knight, Kavanagh & Page, Neil Allen Associates
Town Planning Support: Bidwells, Entec, Impact Consulting, Land Use Consultants, Martin Elson, Nathaniel Lichfield & Partners
Sport Specific Facility Strategies: Knight, Kavanagh & Page, Neil Allen Associates, Trio Plus
of the commissioning process and the baseline from which future outcomes and impacts will be measured. The sport sector is in a unique position
to develop a robust approach to strate- gic needs assessment as part of the wider strategic commissioning process. The sector is now data rich; Active People, Active Places Power, market segmenta- tion and the Facilities Planning Model (FPM) – and the very recent local author- ity profiles – represent powerful tools on which to develop robust and objective strategic needs and evidence. The approach to rationalisation high-
lighted by Rotherham Metropolitan Borough Council (MBC), where the au- thority rationalised from 11 pools to four, relied heavily on the use of plan- ning tools to make the case for change and demonstrate high quality provi- sion well located would have a positive
Issue 4 2010 © cybertrek 2010
impact on participation as well as the bottom line. Phil Rogers, director of lei- sure at Rotherham MBC views as critical the intervention by Sport England and the use of the Facilities Planning Model (FPM) techniques to help provide the objective analysis of current and future needs. This was particularly critical to sway member views to help deliver what were viewed as radical and challenging proposals. Robust needs and evidence, supported by hard data and tools, can help to cut through political and often subjective notions of need.
The New Localism Agenda Not only in the new world of strategic commissioning will the development of robust and objective needs and evidence be paramount, the new planning system will also be reliant on strategic needs and evidence. The coalition government
is committed to easing red tape in the planning system and decentralising decision making to local communities. While the localism agenda may not drive the need for centrally-led flowery strate- gies, objective needs and evidence will still be a fundamental element of the decision making process. Strategic needs and evidence will be central to the new localism agenda. Objective and robust needs and evidence will help to protect and determine ‘joint needs’ between local communities with potentially differ- ing views and local authorities. Supporting strategic commissioning, as-
set transfer and the new era of localism, strategic planning will therefore be even more fundamental. Since the October Comprehensive Spending Review, there are more positive catalysts. It is evident in the run up to 2012 that the govern- ment will continue to see the value of
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