Planning for Sport and Active Recreation Facilities ... - Brent Council

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27 and implemented’ planning policies are ‘fundamental to delivering broader Government objectives’. Commonality with Government and national sports policy is expected, particularly in relation to: • Promotion of social inclusion and community cohesion – well planned and maintained open spaces and good quality sports and recreational facilities can play a major part in improving people’s sense of well being in the place they live. Any developments of sports facilities will have the potential to increase this sense of well being. Equally, closure of any facilities have the potential to reduce social inclusion and community cohesion. • Health and well being – open spaces, sports and recreational facilities have a vital role to play in promoting healthy living and preventing illness. The demographic profile of Brent in chapter 2 of the strategy identified health inequalities across the borough that should be considered in context with planned investments into the sports facility infrastructure, including parks and open space. • Promoting more sustainable development – by ensuring that open spaces, sports and recreational facilities (particularly in urban areas) are easily accessible by walking and cycling and that more heavily used or intensive sports and recreational facilities are planned for locations well served by public transport. This theme (the need for facility provision to be locally and easily accessible), in conjunction with the indicators of the CPA assessment, underpins much of the subsequent analysis of existing facility provision alongside current and future areas of demand. Audit Commission Comprehensive Performance Assessment (CPA) 2005 Every year the Audit Commission assesses the overall performance of each Local Authority on the basis of how well the Council is run, how its main services are performing and how it uses resources. Previously, there had been little performance information on sport and active recreation included within CPA assessments. Performance indicators for sport and physical activity (as part of the culture block) have now been developed in line with the DCMS national participation public service agreement (PSA) targets that are also reflected in the Framework for Sport and Regional Plans. Data for the following indicators is now available through the National Benchmarking Service, Active Places and the Active People survey: 1. Participation 2. Volunteering 3. Equity 4. Value for Money 5. Choice and Opportunity The Choice and Opportunity indicator refers specifically to the location and quality of sports facility provision for local residents and will be discussed in greater detail within borough-wide facility audit. Regional Context Pro-Active West London One of London’s five sub-regional sport and physical activity partnerships was established in May 2006. Its key aim is ‘to coordinate the delivery of sport and active recreation across the West London sub-region, driving increased participation in sport and physical activity at all levels for all people in Brent, Ealing, Hammersmith and Fulham, Harrow, Hillingdon and Hounslow.’ The over-riding strategic priorities of the Pro-Active West London Partnership apply directly to key objectives that underpin the need to review sports facility provision in Brent, they are: • To increase overall participation by adults in sport and physical activity • To increase participation by all under-represented groups • To provide the structures for individuals to realise their sporting potential The West London Alliance (WLA) This comprises the boroughs of Brent, Ealing, Hammersmith & Fulham, Harrow, Hillingdon and Hounslow. The key aims of the WLA are: • To lobby for the interests of the sub-region • To develop collaborative strategies and initiatives on key issues such as transport and economic development • To improve provision of public services in West London through sharing knowledge, expertise and resources, undertaking joint ventures, and securing additional resources Improving sports facilities across the sub-region is a key priority shared by both the WLA and Pro-active West
Chapter Three Strategic Context London. Particular focus is placed upon ensuring that maximum benefit for local residents and businesses can be secured from the lead up to, and legacy of, the 2012 Olympic and Paralympic Games. Key objectives include, amongst others, an increase in participation and achievement in sport among West London’s residents, developing community sports events, building links with schools and improving skills and developing training, employment and volunteer opportunities. Improving sports facilities in West London is a strategic priority of the region in the run-up to London 2012 and undoubtedly an opportune moment for LB Brent to address the quality of its own provision in this area. Support should be sought from the WLA and Proactive West London with any developments under consideration. Local Context At a local level, the potential for sport to achieve some of the borough’s most important social and economic objectives is emphasised heavily within the key policy documents. Brent’s Community Strategy 2006-2010 Brent’s Community Strategy produced by Brent’s Local Strategic Partnership, sets out how the council and its partners will meet the needs and aspirations of Brent’s residents. The strategy has three cross-cutting ambitions and sport has an identified role in prioritising efforts to achieve each of these: A Great Place • Committed to promoting leisure. • Improve the quality and accessibility of local parks, play areas and open spaces, encouraging greater use by all. • Facilitate opportunities for physical exercise and sport by reducing barriers to participation and promoting healthy living A Borough of Opportunity • Reducing health inequalities and promoting well being • Tackle smoking and obesity, reducing the prevalence and achieving better outcomes for coronary heart disease, diabetes and cancer. An Inclusive Community • Provide services that are fully inclusive, accessible and sensitive to the unique cultural diversity of our young population • To enable residents to lead more active lives and providing services that are sensitive to our diverse community’s needs. • Improve the health and fitness of Brent’s residents in order to secure a more active and independent future for everyone. The Corporate Strategy 2006 - 20010 This sets out the Council’s administrations vision, priorities and ambitions for Brent up until 2010. The vision for Brent is that it will be: • A Great Place (A safe place, a clean place, a green place, a lively place) • A Borough of Opportunity (Local employment and enterprise, health and well being, help when you need it) • One Community (settled homes, early excellence, civic leadership, community engagement, building our capacity) Through a range of actions the Council is focused on enhancing the quality of life for everyone who lives or works in Brent. During the period 2006 to 2010 the Council’s main priorities include a number of priorities that specifically refer to sport and physical activity: A great place • Creating a borough that is a great place to live, which is safe, clean and green with an accessible range of leisure and recreational facilities. A clean place • We will raise the standards of provision for playground and youth facilities in local parks and improve access to pocket parks and open spaces across the borough. A lively place • Access to high quality, affordable sports facilities is critical to maintaining health and well-being. • Working with our health partners, we will encourage more adults to take part in physical exercise and continue to improve the quality of our sports centres. • Through our sports strategy we will be working with schools and clubs to increase the range of sporting activities available in the borough with a particular focus on under-represented sports and groups. Chapter Three - Strategic Context 28
Page 1: Planning for Sport and Active Recre
Page 4 and 5: Foreword from Sport England In June
Page 6 and 7: 1 In early 2007, Sport England appr
Page 8 and 9: 3 of satisfaction, low levels of pr
Page 10 and 11: 5 Cricket Pitches Cricket is a loca
Page 12 and 13: 7 The need for a strategy In 2006,
Page 14 and 15: 9 Contents of the Strategy This rev
Page 16 and 17: 11 Brent is a place of contrasts. I
Page 18 and 19: 100% 90% 80% 70% 60% 50% 40% 30% 20
Page 20 and 21: Map 5: The most and least income de
Page 22 and 23: Map 8: Public Transport Accessibili
Page 24 and 25: 19 Sport England have calculated sm
Page 26 and 27: 21 Brent is in the bottom national
Page 28 and 29: 23 Table 9: 2006 Active People surv
Page 30 and 31: 25 The development of facilities fo
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Page 36 and 37: • Promoting Wembley as a major vi
Page 38 and 39: 33 There are two marketing tools th
Page 40 and 41: 35 incomes. They tend to suffer fro
Page 42 and 43: 37 Kev The other dominant group wit
Page 44 and 45: 39 Chloe The map identifies smaller
Page 46 and 47: 41 This chapter describes Sport Eng
Page 48 and 49: 43 Facilities Planning Model Sport
Page 50 and 51: 45 The Council is only one of many
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Page 58 and 59: 53 Using this classification Active
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Page 68 and 69: 63 Gym Memberships The table below
Page 70 and 71: 65 Table 19: Capacity Ratios - indo
Page 72 and 73: Table 20: Capacity Ratios - indoor
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Four STP’s are available on a pay
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Chapter six Outdoor Sports Faciliti
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Chapter Seven Priorities for Future
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99 half of the expected population
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Local Standards for Outdoor Sports
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Table 43: Summary of Local Standard
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105 Partnerships The delivery of th
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Map 52: Secondary schools in Brent
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sports grounds from development, op
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Graph Map Table Description Page Ma
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Graph Map Table Description Page 11
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Produce by Brent Council’s Sports
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Planning for Sport and Active Recreation Facilities ... - Brent Council

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