The sector should look to learn from health and wellbeing approaches We’ve subsequently reinvigorated
our organisational mission with a clear focus on leading, infl uencing, trans- forming and connecting And we will be providing clear and focused CLOA messages setting out our vision for the sector and what action is needed to underpin this, but we will need the CLOA membership to engage and contribute to these mes- sages and priorities drawing on their experiences and learning. Connecting local intelligence and activity is vital, and CLOA will be tak- ing the lead and direction to support and connect local networks. The hub and spoke approach will enable facili- tation and support from CLOA to local members working to transform, share or innovate around culture and lei- sure services. There’ll be more news in coming weeks, including changes to the CLOA website, communications and how members can get involved.
SPORTING CHANCES
The tail end of my initiation as CLOA chair has led me into the consulta- tion with Sport England around their future strategy. Discussions with Sport England have been productive, and although local government has not been a primary focus for Sport England in recent years, I believe that
ISSUE 4 2011 © cybertrek 2011
the penny has dropped around the need for a shift and understanding of the role of local authorities, especially in light of capital and revenue budgets from the public sector rapidly reducing. Sport England’s 201-15 strategy themes are: Maximising the value from current national governing body (NGB) investment; Delivering Places, People, Play; Developing criteria for NGBs 2013-2017; Market develop- ment – for continued investment in sport; and providing strategic direction and market intelligence. In response CLOA’s message has been clear. Firstly - make the strategy meaningful to local government: • Recognise local councils’ leadership role in shaping sports provision and their signifi cant investment. • Align policy across the dimensions of children and young people to provide a cohesive message for sport and mass community participation. Secondly, provide funding fl exibility: • CLOA would like to see the balance of funding shift from top down driven programmes to one that allows local fl exibility and innovation to fl ourish. This would include NGB’s working on opportunities with local councils; inno- vating funding schemes and using Sport England for inspiration, leader- ship thinking and collaboration.
Thirdly, collaborating for health, sport and physical activity: • The strategy must promote and sup- port the clear need to drive sport and physical activity into the heart of the Health and Wellbeing agenda locally. • For local sports provision, a lot will rest on this strategy and the recogni- tion Sport England and the minister places on local authorities as the lead stakeholder. Forget the 2012 legacy, if local leadership for sport fails to be at the centre of this implementation plan, those 30 per cent reductions in sports development and leisure services may well become the norm. I feel Sport England are at last in lis- tening mode, and keen to create that strong link locally with public health and Health and Wellbeing Boards. That means working with local government. Over the next 100 days, we’ll see Health and Wellbeing Boards begin- ning to set up, even if in shadow form. As a sector we must share and learn approaches and successes with the health sector. CLOA’s next open mem- ber meeting (21 October), hosted by Birmingham City Council, will open up this area of interest and other sector issues. To join me in this debate, visit
www.cloa.org.uk for more details. ●
Richard.hunt@
suffolk.gov.uk Read Leisure Management online
leisuremanagement.co.uk/digital 65
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