Reaching Higher: Building on the Success of Sport 21

07 DELIVERY

SCOTTISH SPORT - A TEAM APPROACH

This section outlines the delivery framework and clarifies the specific roles and responsibilities of key agencies. While the Scottish Executive, sportscotland, local authorities with their community planning partners and sports governing bodies will be largely instrumental in delivering this strategy, there are a number of other organisations which can make a significant contribution.

The increasing range of leisure facilities provided and operated by the private sector has the potential to expand opportunities within our communities. There is considerable potential for work with the private sector to deliver a range of services. The private sector has long been a sponsor of major sporting events. At a local level the Scottish Executive funded Sportsmatch programme, run by sportscotland, assists in the delivery of private sector sponsorship into grassroots sport. Employers can be extremely influential in promoting a sporting ethos. They can make a major contribution by encouraging and enabling staff to develop their sport skills whether as participants, volunteers or coaches. Employers increasingly recognise the resultant benefits to the workforce and in turn their business.

Research indicates that commitment to sport can be diluted or lost at transition points in a individual's life. A significant stage is the move into work or further and higher education. Many colleges and universities offer a range of sporting opportunities and this needs to be maintained and developed. The recently formed Scottish University Sport ( SUS) has a critical role to play both in increasing participation and improving performance. Links between SUS, sports governing bodies and local authorities are essential. The sports ethos needs to be reinforced within the sector and seen as an integral aspect of continuing education.

Organisations such as the Scottish Association of Local Sports Councils and the Scottish School Sport Federation can support and enhance the work of the key agencies and we hope that Reaching Higher will assist in strengthening their role and the vital contribution they make to sport.

The umbrella organisation for sports governing bodies, the Scottish Sports Association, will need to support its members in making the necessary changes to implement this strategy. To ensure best value, the Scottish Sports Association needs to facilitate joint working between sports governing bodies. It will be particularly important to support smaller governing bodies in the transition to the new arrangements.

DELIVERY PLANNING FRAMEWORK

If we are to deliver our vision for sport we need sports organisations to commit to Reaching Higher and to implement the necessary changes to their planning and delivery procedures. This needs to be undertaken on three levels - local, regional and national.

Local Planning

Partnership working and community engagement underpin community planning and provide the context for the designing, prioritising, delivering and monitoring of local sports objectives. Links to other strategies such as those for education, health, equality, youth work and culture will be necessary if we are to achieve our vision for sport and meet the requirements of Best Value.

It is for local authorities and their community planning partners to determine the detail. Some may consider stand alone sport plans or integrate sport within wider frameworks. Whatever the approach, they should identify gaps in provision and participation, build on earlier success and link to the work of other key sports agencies.

Decisions will need to be taken about how to address the four national priorities - well-trained people, strong organisations, quality facilities and providing the pathway.

In developing their sports planning framework, local authorities and their community planning partners should demonstrate how they intend to:

gather and analyse qualitative and quantitative evidence to identify priorities;
consider the results of the local authorities open space strategy;
engage with communities and stakeholders;
identify shared priorities and outcomes;
resource and deliver outcomes;
bring together the variety of local delivery agencies to a common purpose;
ensure and evidence Best Value, equity, quality and sustainability;
secure the leadership of elected members in determining priorities and outcomes and in ensuring accountability of all partners to the communities they serve;
link to other related policy areas; and
scrutinise, self-assess and peer-review the delivery outcomes effectively and collaboratively.

Regional Planning and Delivery

Regional planning and delivery provides an effective mechanism for maximising resources. Scottish sport already has a strong regional infrastructure and many sports governing bodies operate regional training, competitions and development.

Area Institute Partnerships bring together local authorities, sports governing bodies, universities and others to deliver services for our developing sportsmen and women. Two regional sports partnerships aimed at strengthening the player pathway are being piloted in Tayside & Fife and Central. The First Minister's Sport Summit endorsed the important role the Area Institutes fulfil in supporting the development of the player pathway.

There is much to gain from partnership working and delivery at a regional level. In delivering this strategy, partners should consider the following:

the planning and resourcing of shared regional facilities and infrastructure through regional development strategies;
the development of concordats to formalise arrangements across boundaries, sectors and partnerships;
joint funding for sport specific programmes;
links with the private sector; and
links with the voluntary and community sectors.

National Planning and Delivery

Sports governing bodies are responsible for putting in place a planning, delivery and scrutiny framework for their respective sports. This framework should address:

engagement of key stakeholders;
developing the evidence base;
engaging with, and listening to, the views of stakeholders (participants and non-participants, paid and volunteer coaches and officials) and the needs of communities;
processes for identifying priorities and outcomes;
approaches and actions; and
self-assessment and peer review.

Leadership and support is essential to direct the implementation of the strategy. This is the role of the Scottish Executive supported by sportscotland. This will include:

leadership and support to key partners;
monitoring and evaluation procedures;
programmes for research and evidence gathering; and
dissemination of best practice and regular progress reports.

ROLES AND RESPONSIBILITIES

The roles and responsibilities of key agencies are set out in the following tables. It is crucial that their work is developed and delivered in conjunction with wider sporting partners.

SCOTTISH EXECUTIVE

ROLE	ACTIONS
Promote the value of sport	Promote sport within wider Government agendas including health and education Raise the profile of the benefits of sport and volunteering in sport by considering making best use of available promotion tools including press, publicity, Ministerial speeches Work to raise the profile of sport in conjunction with major sport events such as the Olympic, Paralympic and Commonwealth Games Promote sports participation within the Scottish Executive
Provide a lead on policy and direction for the national strategy	Promote the national strategy for Sport Lead on the development and implementation of a monitoring and evaluation process and consider opportunities for linking with other public service models. Publish guidance on monitoring and evaluation process. Publish national planning guidance on the protection and enhancement of sporting facilities Determine a research policy in partnership with sportscotland
Primary funding agency for Scottish sport	Provide strategic direction and funding for local authorities Provide strategic direction and funding for sportscotland
Ensure co-ordination within departments for cross-cutting agendas	Input into the school curriculum review to address the provision of physical literacy within PE⁸ Work with local authorities to deliver the Review Group on Physical Education recommendation to provide 2 hours' quality physical education for every child every week ⁸ Work on place of competitive sport within schools ⁸ Work on the use and suitability of schools in providing for the sporting needs of the wider community ⁸ Provide guidance to PE staff with respect to talent identification and signposting to appropriate coaching provision within local sports clubs ⁸ Link with the implementation of the National Physical Activity Strategy Work with further and higher education and the sector skills council to build a professional infrastructure of paid and voluntary coaches ⁸
Work in partnership with Glasgow City Council and the Commonwealth Games Council for Scotland on Scotland's bid for the 2014 Commonwealth Games	To maintain close dialogue with partners and ensure policy alignment across the Scottish Executive in order to secure a winning bid which delivers Scottish Executive priorities Ensure that all parts of the Scottish Executive are able to take advantage of the opportunities which bidding to host the Commonwealth Games in Glasgow in 2014 provides in delivering wider Scottish Executive policies
Ensure that Scotland contributes to and benefits from London 2012	Ensure that all parts of the Scottish Executive are able to take advantage of the opportunities which London 2012 provides in delivering wider Scottish Executive policies Provide the link with the UK Government and London Organising Committee for Olympic Games LOCOG on London 2012 matters

SPORTSCOTLAND

ROLE	ACTIONS
Providing advice and strategic direction on sports policy in Scotland	Prepare and implement corporate plans which set out the contributions sportscotland will make towards the delivery of the strategy Provide advice to Scottish Executive, Parliament and other stakeholders Work with the Scottish Executive in determining its research programme Work with the Scottish Steering Group on London 2012 to maximise the benefits to Scotland from the London 2012 Olympic and Paralympic Games
Investing Scottish Executive resources in line with national priorities	In line with corporate plans prepare annual business plans, which outline how sportscotland investment will contribute to the national strategy Work in partnership with local authorities to further develop Active Schools and other investment programmes Work with Communities Scotland and Community Planning Partnerships to regenerate communities through Regeneration Outcome Agreements, supported by the Community Regeneration Fund and other partner resources Support implementation of the Equity Standard Work with partners to develop a regional sporting infrastructure Invest in sports governing bodies and the Institute Network to deliver that strategy Lead the implementation of the sports partnerships programme Lead the development of the long term player development model in partnership with sports governing bodies Produce and oversee the implementation of a volunteer management policy Develop and implement a coaching development strategy Support the implementation of the UK Coaching Certificate Invest in a programme of sports governing body organisational development Provide national leadership on club development including delivery of the Help for Clubs website ⁸ Invest in the National and Regional Facilities Strategy Monitor and evaluate in line with guidance from the Scottish Executive
Distributing lottery funds for sport in Scotland	Prepare lottery strategies to guide how funds will be invested to support the national strategy in line with national lottery distribution policy directions and requirements
Providing leadership and support to partners in Scottish sport	Produce guidance to support the development of operational plans Work with local authorities to support their planning for sport and ensure any sportscotland investment is aligned to these plans Work with sports governing bodies to develop operational sport plans and agree integrated investment aligned to these plans
Initiating and developing programmes and ways of working to support the visions of the strategy	Consult on, develop and pilot ways of working based on evidence and best practice Work with partners to build a professional infrastructure of paid and voluntary coaches Work with partners to develop a flexible framework for the training and professional development of volunteers Promote arrangements to celebrate the contribution of volunteers Work with local authorities and sports governing bodies to build a strong career pathway within sport which will allow volunteers to move into and out of paid employment
Supporting the Scottish Executive in implementing and monitoring the strategy	Quality assure and equality impact assess sports governing body plans

LOCAL AUTHORITIES

ROLE	ACTIONS
Strategic planning and partnership working	Lead and facilitate strategic sports planning as part of the wider corporate, and community planning arrangements of local authorities and where appropriate cross-boundary planning arrangements Ensure that as part of strategic sports planning, a comprehensive approach is adopted to the planning of sports facilities and playing pitches which encompasses the full range of provision including the school estate, clubs, private sector and countryside alike ⁸ Ensure that the planning of local authority sports facilities forms part of corporate asset management strategies, considers life-cycle maintenance implications, and the full range of investment planning options including multi-service venues and consideration of potential sources of funding Establish appropriate sports partnership working arrangements in conjunction with the local sports council, other key agencies and services and the voluntary and community sector, to help steer the development and implementation of strategic sports planning arrangements ⁸ Work to help the Scottish Steering Group on London 2012 to maximise the benefits to Scotland from the London 2012 Olympic and Paralympic Games
Develop a strategic approach to the provision and management of sports facilities	Develop a strategic approach to the provision of facilities in line with the Community Plan, the Operational Plan and School Estate Management Plan ⁸ liaise with sportscotland for national overview and sports governing bodies to ensure these align with other plans link with estate management plans ensure playing fields are incorporated within plans prepare an open space audited strategy to feed into the Development Plan Provide appropriate facilities in accordance with the strategy allocate finance towards the build and maintenance of facilities use guidance from sportscotland manage against the operational plan management of the school estate and maximise community use ⁸ consider quality and accessibility input on the use and suitability of schools in providing for the sporting needs of the wider community Consider the use of natural facilities recognise the changing nature of participation and growth of outdoor and adventure activities Consider partnerships with private clubs for facility use
Increasing participation	Strengthen the sporting infrastructure in Scotland's priority areas by supporting and developing community capacity in respect of club development, coaches, volunteers and community sports leaders Establish a local sports forum - the starting point for this could be an existing organisation (Local Sports Council) and enhance/develop as required Develop and support local infrastructure - working with all partners in that area from local sports councils to colleges and universities Support the development of pathways from school to community with particular emphasis in areas where there is little or no existing traditional sports infrastructure and where either satellite club development or the development of new community sports organisations may be required Consider allocating professional support to assist the volunteer structure Consider the provision of a wider sports programme within schools Support and develop local partners in delivering sport particularly clubs and local sports council/forum ⁸ develop links with private sector providers Consider creating clubs where none exist ⁸ Identify categories of non-participants and develop and target policies which will stimulate an interest Apply locally-responsive community development and innovative approaches to widening and increasing participation Consider the sporting needs of an ageing population Develop and support innovative, cross-council policies which increase participation working with trusts, local clubs and sports governing bodies to maximise participation Consider the benefits of hosting events, both major international events (in which they may be one of many partners) and regional events (in which they may be the lead agency) - identify within sports plans Implement the single Equity Scheme, including roll out of the Equity Standard Equity in Sport actions are to be integrated and implemented within local authority strategic plans, including the Race, Gender and Disability Equality Schemes
Strengthening pathways and improving performance	Identify local and regional pathways in conjunction with sports governing bodies and determine how they can be strengthened to increase participation and improve performance at elite levels Work in partnership with governing bodies and local clubs to strengthen pathways between school and community-based sport Work in partnership with neighbouring community planning partnerships, sports governing bodies, further and higher education, and the Institute Network to strengthen pathways between school and community sport and performance sport Encourage and support talent identification and nurturing within school and community sport settings as part of a wider "escalator model" to develop sporting talent Examine demographics and ensure account is taken of ageing population and the need to ensure their continued commitment and participation Support capacity building within clubs, in partnership with sportscotland and sports governing bodies
Support development of a well-trained workforce	Assist in the delivery of sportscotland's coaching strategy working with sports governing bodies and other partners Identify opportunities for work placements, secondments and exchanges Manage the balance between voluntary and paid staff to promote understanding and respect for their each other's contribution Support identification of current and future workforce needs to inform national strategy Promote the value of working and volunteering in sport ⁸ Develop local approaches to recruitment and retention of volunteers in support of school and community sport Encourage and support the motivation and development of volunteers and paid staff Review continuing education provision for staff and volunteers and ensure arrangements are sufficiently flexible and responsive to their needs Work with Councils for Voluntary Service ( CVS) and Volunteering Centres in supporting volunteers
Monitor implementation	Monitor and evaluate in line with guidance from the Scottish Executive Support research, survey and data collection

SPORTS GOVERNING BODIES

ROLE	ACTIONS
Provide strategic leadership and direction	Develop an operational plan, working with local authorities and other partners, which will: develop and implement a player pathway develop and deliver the coaching pathway develop an appropriate competition programme develop a single performance plan taking account of the Commonwealth Games, where appropriate Work in partnership with other UK and British sports governing bodies to implement UK Sport World Class Performance Plans, where appropriate Implement the Equity Standard Develop a facilities strategy taking into account: partnerships with other sports governing bodies who can share facilities the need to maximise the use of national facilities local authority facility strategies
Ensure appropriate governance is in place	Ensure appropriate governance is in place Develop the governance and management roles of the board or management committee, their sub committees and organisational structures Support and develop good governance within associated clubs Ensure organisational development plans are in place which take account of: efficient government policies financial management controls which support long term financial stability forward planning process review governance
Support development of a well-trained workforce	Deliver sportscotland's coaching strategy Promote the value of working and volunteering in sport Develop a volunteering strategy, including support for volunteers Consider development training for staff and volunteers to include continuing professional development, mentoring, exchanges, work placements and secondment opportunities Manage the balance between voluntary and paid staff to promote understanding and respect for each other's contribution Encourage and support the motivation and development of volunteers and paid staff.
Ensure support and services are available for members	In partnership with local authorities, consider how best to support clubs Work with local authorities to strengthen club infrastructures particularly in areas where structures are weak or non-existent ⁸ Work with clubs to assist in production of volunteer management policy Contribute to local volunteer award schemes Provide advice and support to clubs on range of issues including best practice, governance, funding and facilities ⁸ Consider participation needs of members, taking account of demographic trends
Provide a competition programme for the sport	Consider the benefits of hosting events Develop a competition programme International and national events (in which they may be one of many partners) and regional events (in which they may be the lead agency) Ensure competition programmes are identified within sports plans
Select and manage national teams and supporting pathways	Produce and manage national performance plans linked to UK World Class plans Organise and manage national teams and supporting regional squad structures to underpin Commonwealth aspirations and UK world class plans Publish selection policies, including selection policies for all squads and events
Monitor implementation of plans	Monitor and evaluate in line with guidance from the Scottish Executive

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