PLANNING
Community Sport – In It For The Long Run
answers key questions during public sector budget reductions
sport and the critical role of sport and leisure facilities. Potential new capital and revenue programmes are mooted, new funding for schools and a return to the four Lottery good causes will all require clarity around needs and priorities. Using assets innovatively and effec-
tively, asset transfer will also be a key new delivery option which will emerge over the next few years. Encouraging lo- cal communities to maximise the use of assets to deliver community benefits will require a clear and objective understand- ing of needs and priorities. Strategic planning, utilising the tools and data in the sector will help to determine the right long-term future choices for sport.
A Bright Future The future of strategic planning for sport will undoubtedly be different but it will be even more pivotal as part of a wider process about whole service delivery; safeguarding and ensuring the right facili- ties to drive participation in the context of efficiencies and savings, making the case to protect facilities and services, support- ing the prioritisation of resources as part of the commissioning agenda and acting as ‘referee’ to deliver the localism agenda. While the world is certainly chang-
ing, the need for objective needs and evidence will be even more critical, so
Asset transfer will also be a key new delivery option, which will emerge over the next few years
the future role of strategic planning for sport is positive and exciting. Using tools innovatively and ‘doing it for real’ to help define services as opposed to producing the dusty tomes which sit on the shelf.
Sport England Strategic Planning Framework In recognition of this future, Sport England has launched a number of re- sources to help. Community Sport – In It For The Long Run is a new online re- source to help local authorities answer the key questions being asked right now about community sport in the face of public sector budget reductions. In addition, it has announced the Stra-
tegic Planning Framework for Sport and the creation of five new groups of ap- proved suppliers to help organisations involved in sport improve the way they plan facilities provision and drive ef- ficiency savings along the lines set out. The five panels cover strategic planning, needs assessments, playing pitch strate- gies, town planning support and sport specific facilities strategies.
34 Read Sports Management online
sportsmanagement.co.uk/digital Partners such as local authorities,
following the signing of an agreement with Sport England, can access a pre-pro- cured list of consultants to carry various projects, whether they be options ap- praisals, PPG 17 compliant needs assessments or a planning feasibility study for a new sports facility. Accessing the framework can save time and costs in relation to procurement. Charles Johnston, property director
at Sport England said: “At a time when public sector finances are under increas- ing pressure, it’s important that we do everything we can to secure value for money from every pound spent. That’s why we’re helping our partners to be more efficient. We want them to get the best possible advice to ensure that the right facilities are built in the right places for people to continue to use for years to come.” ● Further details on the Framework can be found at
www.sportengland.org Neil Allen is director of Neil Allen Associates and a Sport England-approved supplier
.
www.neilallenassociates.co.uk Issue 4 2010 © cybertrek 2010
PIC:
WWW.SPORTENGLAND.ORG
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