Operating Context - Strategic Plan - LIVING SPORT

Operating Context

LIVING SPORT’s operating context – planning for 2012 and beyond

LIVING SPORT faces three major drivers in the sports landscape – how to maximise the opportunities of 2012; how best to extend our reach and impact so that sport enriches more lives and communities across the county; and how to develop new models of delivery in order to build a wider range of funding and commercial revenue.

The 2012 Olympics and Paralympics Games is a once in a lifetime opportunity to increase participation and improve health across all sectors of society through raising the profile of sport and generating enthusiasm to take part.  LIVING SPORT will play a full role in ensuring the county enjoys a memorable and enriching Olympic year. But the real opportunity, and challenge, that the Games present is to ensure that our athletes with potential to compete in London 2012 and future Olympics and Paralympics are well supported, and that we exploit the excitement of the Games to ensure they leave a legacy of increased participation in sport. LIVING SPORT is already delivering key legacy projects across the county, from Sportivate to Sport Makers, which will provide a powerful platform for future activity as we seek to mainstream the 2012 legacy across everything we do

If LIVING SPORT can maximise these legacy benefits the positive impacts on people living in the county will be significant. For example, let’s take the issue of obesity.  The prevalence of obesity in adults has increased sharply in recent years and in 2008 almost 25% adults were classified as obese.  By 2050 the prevalence of obesity is predicted to affect 60% of men, 50% of women and 25% of children (Foresight 2007) with its associated costs to the NHS and society as a whole.  Sport and physical activity are well placed to contribute to the fight against obesity and the health agenda, particular the opportunities provided by the focus on Public Health within the NHS reforms, and the establishment of Health & Wellbeing Boards and GP Consortium.

This needs led approach lies at the heart of LIVING SPORT’s efforts to extend our reach and impact, and as this strategic plan makes clear we aim to target those sectors of the community that have been identified as particularly unrepresented in sport and physical activity, allied to a keen focus on wider social and economic benefits.

LIVING SPORT also needs to adapt to the changing funding landscape and build a vibrant mixed economy business model. The funding landscape is not only entering a tougher phase in terms of reduced investment, but is also undergoing significant change and transformation. LIVING SPORT’s activities are being influenced by a new focus on commissioning, contracts and loans, with donors expecting better value for money, improved monitoring and evaluation, a stronger evidence base for activities and there continues to be increased competition for a reduced funding base.  County Sports Partnerships need to position themselves to take advantage of these trends by developing a broader revenue base and new sustainable income streams to provide stability and long-term security. Partnership building, new delivery models, and an entrepreneurial approach will inform LIVING SPORT’s responses to these opportunities.

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