CSPs can play a key role in finding new ways of encouraging school sport after the large cut in funding through the YST


the sector responds to the challenge of re- ducing costs and increasing productivity? • Less national policy, prescription and inspection with more opportunity for local priorities and self improvement • Opportunity to position culture and sport in place-based budgeting and strategic partnership working to con- tribute to delivering better outcomes • Opportunity for the sector to be com- missioned to deliver better outcomes: For health


● ●


For older people and those in need of support


● For children and young people


• But a need to reduce cost and increase productivity by:


● ● Reducing cost and increasing income


New ways of delivering services (trust, private, community)


●


Sharing services across council boundaries (two-tier working)


●


Working with the third sector – volunteers and communities


So how are sports managers planning to meet these opportunities?


Skills and competencies The new Institute for the Management of Sport and Physical Activity (IMSPA),


Issue 3 2011 © cybertrek 2011


and the Skills Protocol Employer Leader- ship Group (SPELG) are addressing the need for a number of changes: • A single qualification structure which meets the needs of staff and employers • A skills passport with regular updates • Quality assured training • All courses (ie lifeguarding, pool plant and First Aid) to be provided by any accredited training provider SPELG recognised that the existing


pattern of training, funded through Skills Active and employers, needs to change and that education providers in high- er and further education must equip students with the relevant skills for em- ployment. The SPELG work was launched, in June this year, at the House of Com- mons, with government endorsement so progress is being made – but more re- mains to be done.


Sport and strategic planning, and partnership working In local government, leaders and chief executives will only prioritise sport and culture if they contribute to the key aims and objectives of the council and its stra- tegic partners in business, health and other local service providers.


An example of this in practice was


given by the leader and chief executive of Somerset County Council at the Cul- ture, Tourism and Sport conference, held earlier this year in York. Councillor Ken Maddock and Sheila Wheeler explained how all services were examined for their contribution to the key outcomes of eco- nomic development and wellbeing. Sports managers need to consider


how sport and physical activity can be positioned in the strategic plans of their councils and give evidence of how sport is contributing to these plans.


Commissioning Commissioners of services for children and young people, older adults and people needing support, are looking for new ways of meeting needs (particularly since the recent riots). Sport and physi- cal activity have been used in many local authorities to meet health needs through community based health programmes. An example is the ‘Refresh’ programme in Blackburn and Darwen, which has received £6m of health funding to trans- form the health of local people. However, our sector is not always seen as easy to deal with by commissioners.


Read Sports Management online sportsmanagement.co.uk/digital 25


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