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Derbyshire Physical Activity and Sport Strategy

Towards an Active Derbyshire2016 – 2021

Towards an Active Derbyshire

Derbyshire Physical Activity and Sport Strategy 2016—2021

Contents

+ Towards an Active Derbyshire

+ Outcomes of this strategy

+ Strategy intentions

+ Sport England’s vision

1 Why are physical activity and sport important?

2 Where are we now?

3 How will we do it?

A) Visions + Outcomes

B) Insights

01-04 37-42

05-06 43-44

07-08 45-50

09-10 51-54

55-60

61-62

63-64

11-20

21-32

33-34

35

36

GO GO

GO GO

GO GO

GO GO

GO

GO

GO

GO

GO

GO

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C) Priorities

D) Engagement

E) Experience

F) Who can help?

G) Impact + Evaluation

4 Our Commitment to Change

5 A call to action



Footnotes:

1 This strategy has been written by Derbyshire Sport. Derbyshire Sport is the County Sports Partnership for Derbyshire. It is a voluntary partnership which exists for organisations and networks to work together and, through sport and physical activity, to improve the quality of life for all people in Derbyshire. The partnership is made up of stakeholders who share the aims of Derbyshire Sport, from community, education, public health, voluntary, business and sports sectors. These include, but are not limited to: local authorities, governing bodies of sport, schools and school sport partnerships, colleges, universities, charities, businesses, health & well-being and community organisations.

An active life with regular engagement in physical activity, sport, volunteering or coaching can have a hugely beneficial impact on people’s lives, local communities and Derbyshire as a whole.

Derbyshire Sport1 is seeking a cultural transformation across the City and County to ‘turn the tide’ of inactivity by providing choice, motivation and support in a co-ordinated way to change the behaviour of inactive groups through engagement in physical activity and sport.

Towards an Active Derbyshire seeks to achieve the vision of a physical activity and sport revolution in Derbyshire, by engaging 50,000 more people in active lives by 2021.

01 02

http://www.derbyshiresport.co.uk



1. Supporting the inactive to become active.

2. Ensuring that people are supported and encouraged to engage in sport.

3. Helping to keep people engaged in physical activity and sport throughout their lives.

4. Addressing the inequalities in physical activity and sport engagement with a focus on:

a. Women and girls. b. People from lower

socio-economic groups.

c. Young people aged 5 – 18.

This will be achieved by prioritising the following:

03 04

Throughout strategy delivery, we will ensure that disabled people are supported to become engaged in physical activity and sport. This will include those with long-term limiting health conditions, physical and learning disabilities, and mental health conditions.

In order to measure progress, we will establish a baseline when the first Active Lives data is released. We are working together, towards a clear target of 50,000 people living more active lives. This is easy to understand, simple to measure and can be embraced across all sectors so that each and every organisation can identify and measure their contribution to achieving it.

The outcomes of this Strategy are that:

People in Derbyshire will be happier and healthier because of the active lives they lead, with physical activity and sport playing a central role. They will have improved physical and mental well-being, and enhanced individual development. People will have a strong belief in their own ability to succeed and in their capability to accomplish their personal goals.



Derbyshire’s communities will be stronger and safer because physical activity and sport will play a bigger part in enhancing relationships and social networks within communities. People will have the opportunity to access healthy environments where the active choice is the easiest choice.

Derbyshire will be more prosperous because of its healthy, active and productive workforce, and because of the growing role that physical activity and sport play in the economy.

05 06

+ Illustrate the importance of physical activity and sport in contributing to physical and mental well-being, individual development, social and community development, and a thriving economy.

+ Explain the problems that inactivity causes and the associated costs of inactivity.

+ Demonstrate how this strategy fits in with local and national priorities.

+ Describe Derbyshire’s inactivity, activity and sports engagement trends.

+ Explain how we will work together to achieve the shared vision.



+ Define what success will look like for future generations in Derbyshire.

+ Share the learning from the past to inform future delivery.

+ Describe the key shared priorities for the next five years, which will take us towards our common vision.

+ Invite wide commitment from across sectors, at the highest level, to tackle the problem of inactivity and low engagement and participation.

+ Set out the role of the Derbyshire Sport team in achieving the shared vision.

+ Announce a call to action to the people of Derbyshire to commit to an active life.

To be effective, this strategy has to reflect priorities set at a national level as well as the relevant local strategies, insight and understanding. Furthermore, a wide range of local strategies have a part to play in contributing to increasing

figure 1: Key strategies that will contribute to the vision of increasing physical activity.

This Strategy will:

07 08

Environment / Health / Social care / Housing

/ Planning / Transport /Culture / Leisure /

Community / Economic Regeneration /

Strategies

50000 more active livesIncreased physical

activity levelsPhysical activity and

sports strategy

physical activity in the county. Figure 1 gives a flavour of some of the key strategies which will help us to achieve our shared vision and whose strategies an active Derbyshire will support.



‘Everyone, regardless of their age, background or level of ability feels able to engage in sport and physical activity. Some will be young, fit and talented, but most will not. We want everyone to feel welcome, to find something in sport and activity that meets their needs and for the sector to value them as a customers.’2

During the period of this strategy, 25% of Sport England’s resource will be focussed on addressing inactivity. They will challenge and support us to ‘put customers at the heart of what we do, responding to how people organise their lives and helping the sector to be more welcoming and inclusive, especially of those groups currently under-represented in sport’. An overview of their strategy is included below:

Footnotes:

2 Sport England, 2016.

Sport England’s vision is that:

figure 2: Overview of ‘Sport England: Towards an active nation’.

09 10

https://www.sportengland.org



The benefits of physical activity and sport extend well beyond physical health and into broader areas such as psychological and social well- being, community cohesion, individual development and employment.

Not only are the benefits of physical activity felt in all areas of life3 but furthermore, physical inactivity places a significant burden on healthcare costs and the economy. It is estimated that physical inactivity costs the UK

3 Bailey, R et al. Physical activity: an underestimated investment in human capital? Journal of physical activity and health, 10 289-308 (2013)4 Tackling Physical Inactivity – A coordinated approach. All Party commission on Physical Activity (2014)

Footnotes:

1. Why are physical activity and sport important?

economy approximately £20 billion every year. High levels of inactivity lead directly to more money being spent to treat diabetes, cancer and heart disease. Indirect costs include lost working days through sickness and subsequent lower productivity levels.4

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13 14



Higher levels of physical activity and sport engagement will make a significant contribution to a healthier, happier and more productive Derbyshire and the benefits to individuals are well known.

UK Active estimates that just a 1% reduction in the rates of inactivity each year for 5 years would save the UK around £1.2 billion5.

The Sport England strategy, Towards an Active Nation, states that:

‘Extensive research tells us we don’t have to promote the benefits of sport and physical activity. Almost everyone knows it is good for them, and most would like to do more. We need to make that an easy, practical, attractive choice, especially for people who tend not to take part in sport or activity now: women and girls, disabled people, those in lower socio-economic groups and older people.’6

As stated previously, in addition to physical health, physical activity and sport engagement also has a positive impact on mental health, social and community development, individual development and economic development.

5 UK Active. Turning the tide of inactivity. www.ukactive.com6 Towards an Active Nation, 2016, p.10

Footnotes:

13 14

http://www.ukactive.com

And can reduce the risk of a range of medical conditions, including cancer, dementia, strokes, heart disease and depression.’7

‘Physical activity has been linked to a variety of mental health outcomes, including increased levels of self esteem, antidepressant and anxiety-reducing effects, reduced social isolation, general social benefits such as making new friends, enhancing social skills, and gaining confidence in relating to peers, learning about positive and negative emotions and strategies for regulating them.’8

‘…[physical activity has the] potential to promote a broad spectrum of life skills and values, including team-work, communication skills, decision-making skills, problem-solving skills, personal responsibility, empathy, and resiliency.’8

‘Taking part in sport improves educational behaviour and attainment, through greater self-esteem and confidence and direct cognitive benefits. This can also have a positive impact on the employment opportunities available to individuals and sport can have a positive role in tackling the problems of those who are not in employment, education or training (NEET).’7

Mental Wellbeing Individual Development

‘Being active reduces the risk of developing type 2 diabetes by 30-40%

Physical Wellbeing

Footnotes:

7 Sporting Future, DCMS, 2015, p.738 Bailey, R et al. Physical activity: an underestimated investment in human capital? Journal of physical activity and health, 10 289-308 (2013)


15 16



‘Since engagement in physical activity provides a focus for positive social activity, an opportunity to make friends, develop networks, and reduce social isolation, it is well placed to combat social exclusion... Many types of physical activity can act as a point of shared interest bringing families together and encouraging people to interact in the broader community and beyond, often with people from different social backgrounds.’8

‘We know that people who volunteer in sport, for example, are more likely to feel they belong in their area and people who take part in sport are likely to enjoy stronger social links with other people.’7

Social and Community Development

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‘Participation in physical activity produces value that results in increased quality of life, educational achievement and, ultimately, economic value.’8

‘A significant proportion of the £39bn sport contributes to the UK’s GDP comes from grassroots sport ... the UK’s economic success is bound up with our sporting engagement, and vice versa.’7

Economic Development

Footnotes:

7 Sporting Future, DCMS, 2015, p.738 Bailey, R et al. Physical activity: an underestimated investment in human capital? Journal of physical activity and health, 10 289-308 (2013)



Footnotes:

9 Economic Value of Sport – Local Model (updated Nov 2015)

A strong Derbyshire economy, where people earn a living wage and have caring employers that promote healthy lives, will enable Derbyshire people to foster active lives and healthy communities where more people take part in physical activity and sport regularly. The health and well-being of Derbyshire will improve, which will, in turn, improve productivity, reduce absenteeism, and help to further grow a strong economy.

Sport currently contributes £273 million to the Derbyshire economy.9

figure 3: The Economic Value of Sport in Derbyshire, 2015.

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2. Where are we now?

Footnotes:

10 Inactive: achieving less than 30 minutes of moderate intensity per week in bouts of 10 minutes or more. Statistics from Active People Survey 2013/4.11 Active: achieving the CMO recommendation of 150 minutes of moderate intensity per week in bouts of 10 minutes or more.12 Source: Public Health England; Health Impact of Physical Activity13 Breast Cancer, Lower GI Cancers (e.g. bowel cancer), Cerebrovascular Disease (e.g. stroke), Diabetes and Coronary Heart Disease.


Derbyshire, like the rest of the nation, has a growing inactivity problem. Nearly 30% of our adult population was classed as inactive in 201510 and the proportion of ‘active’ people in the county is less than the national picture and the trend is getting worse.

This year, only 55.9% of the adult population were meeting Chief Medical Officer (CMO) recommended levels of physical activity to benefit their health.11

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The financial cost of inactivity is £15.5 million per year12

Inactivity levels are higher in Derbyshire than nationally.

and inactivity is known as the ‘cause of causes’ of mortality. That is, physical inactivity is a prime cause of the five major non-communicable diseases.13

figure 4: Amount of physical activity achieved by adult population.

National

23 24

0%

10%

20%

30%

40%

50%

60%

Derbyshire

< 30mins

28.3%29.5%

8.0% 7.6%

56.0%

7.5% 7.1%

55.9%

30-89 mins 90-149 mins 150+ mins

Perc

enta

ge o

f adu

lt p

opul

atio

n

Time spent in physical activity



25 26

Only 9% of children aged 2 – 4 meet CMO physical activity guidelines. Physical activity levels peak at the age of 10, but then a lifetime of activity decline sets in14. By the time they become adults, just 53% of 16-25 years olds are active once a week. The levels are lower for girls and disadvantaged young people of all ages.

42% of 15-year-olds in Derbyshire are sedentary for 10 or more hours per day during the week. In Derby, this figure is substantially lower for boys (33%) but is increased for girls (47%). At the weekends, these figures rise to between 65-72% per day15.

Young people’s inactivity is a national problem which also translates locally.

Inactivity levels in children have an impact at a young age with 22% of 4-5 year olds being overweight or obese and this figure rises to 32% in 10- to 11-year-olds16.

Footnotes:

14 Health and Social Care Information Centre, Statistics on Obesity, Physical Activity and Diet, England 201615 Health and Social Care Information Centre, Statistics on Obesity, Physical Activity and Diet, England 2016.16 Health and Social Care Information Centre, Statistics on Obesity, Physical Activity and Diet, England 2016

Women’s participation is a concern as, despite there being an upward trend in activity (0.6% growth)17, it is not rising as quickly as it is nationally (2.2% growth).


The sporting participation of people within all social grade groups is worrying, though those in the lower socio-economic groups are a greater concern. Participation of those in NSEC groups 1–4 fell by 0.6%18, whilst in the lower socio economic groups (5–8)19 the drop was 3.6%20.

There has been positive progress, however, in increasing physical activity and sport engagement amongst disabled people in the county between 2012 and 2015.

17 Female 3 x 30, Active People Survey 1 – 8, (2005/6 – 2013/14) 18 NS SEC measures employment relations and conditions of occupations. Groups 1 – 4 include Higher and lower managerial and professional occupations, intermediate occupations, small employers and own account managers.19 Lower supervisory and technical occupations, semi routine and routine occupations, and those who have never worked, or are long term unemployed (8).20 1 x 30 mins participation per month by social grade. Active People Survey 1 – 8, (2005/6 – 2013/14).21 Derbyshire Active People Survey 1 – 8 (2005/6 – 2013/14)

Footnotes:

Participation has risen from 15.5% to 16.3%.

However, disabled people are still 23% less likely to take part in sport and 28% less likely to meet CMO physical activity recommendations.21


27 28



Research in Derbyshire shows that sport plays a minor role in the lives of people who are active for less than 30 minutes a week. However, as people start to become active, sport becomes a significant proportion of their active time, contributing nearly a quarter of the active minutes of those undertaking over 30 minutes of moderate physical activity per week. For those who are meeting Chief Medical Officer recommended levels of activity, sport is the biggest contributor to their active lives. This demonstrates to us that investment in sport, as well as other types of physical activity provision, is critical in helping us towards an Active Derbyshire.

So what types of activities and sports do the population of Derbyshire want to take part in? We know that activities and sports that offer a greater degree of flexibility, such as running and cycling, appear to have growing demand, whereas the demand for swimming and a number of activities where there is a need to organise other people or use facilities appears to be in decline.

Despite having good access to green space and parks, Derby is significantly below the national average in the proportion that use outdoor space for exercise/health reasons. However, the trend has been positive, in line with what is being experienced nationally. Derbyshire is only just above the national average last year but is showing an upward trend following two years of decline.22

Therefore, we need to ensure that people know what is available and how to access the wealth of good quality outdoor space that is available on the doorstep.

22 Monitor of Engagement with the Natural Environment: 2015 to 2016

Footnotes:

Through national and local insight, we understand much more about the fears, barriers and attitudes that stop people from becoming more active.

29 30



These are complex, varying between the genders, ages, different backgrounds and personality types, as shown by Sport England insight work on Women and Girls, Young People, Disabled People and Getting Active Outdoors.

There is a growing understanding that we are all individuals with very different attitudes, personalities and preferences. This learning and its application in our work is vital to our future success.

We tend to think of sporty people or non-sporty people but, in truth, engagement fluctuates with life stages, key transition times and life events. Most people don’t take part in the same activities throughout their life either, as figure 5 illustrates. Supporting people to develop a more consistently active life needs to take these factors into account.

Research suggests that there are increasing numbers of people wanting to play more sport in the county, with over 151,000 adults saying they are ready to change their behaviour, showing a significant latent demand.23

We also know that people don’t have a linear relationship with activity or sport.

23 Active People Survey 8, Sport England 2013/14.

Footnotes:

figure 5: Example of engagement in sport over the life course.

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STAKEHOLDERENGAGEMENT



For all the reasons outlined previously, partners across all sectors in Derbyshire are committed to getting more people than ever before physically active and taking part in sport. Despite our collective efforts to date, including all the hard work to deliver the previous strategy, we have not succeeded in reversing growing levels of inactivity or stemming the decline in sports engagement.

To make a bigger difference with this strategy, it is crucial that we focus. This strategy prioritises those whose behaviour change will make the biggest difference to engagement over the next

five years. Sometimes, partners and communities will work with different groups such as older people, talented athletes and others that are important to their work. This strategy simply sets out the priorities that have been agreed collectively, which we will work on together.

Through this strategy, we are taking a new, people-centred approach, informed by high quality insight, and using the model outlined in figure 6.

3. How will we do it?

figure 6: A customer-centred, insight-led approach.

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STRATEGIC PRIORITIES

+ Clear measures of success + Shared commitment + Process & impact evaluation

Informed by:

+ Data + Research + Evidence + Analysis

+ Stakeholder + Community + Customer

Engagement

+ Cross sector stakeholders + Every level – National to local + Public, private, third sector + Individuals

+ What do we do differently? + Local solutions + Supply change + Workforce needs + Innovation

+ Reach the right people, in the right way

+ Go to where people are physically and emotionally

+ Use behaviour change approaches

+ Understand customers + Technological solutions

IMPACT &

EVALUATION

VISION &

AMBITION

WHAT WE WANT TO ACHIEVE

CUSTOMERS

A

INSIGHT INTO ACTION

INSIGHT

ENGAGE THE MARKET

THE OFFER/ EXPERIENCE

WHO CAN HELP?

B

D

G

E

CF



We are confronting the statistical facts that face us and are clear about the scale of the challenge we all face. Our vision is outlined on page 1 and we will keep returning to it to ensure that our priorities are moving us towards that vision. The planned outcomes are in line with national strategy and relevant local strategies.

A) Vision and Outcomes:

We have developed an understanding of the trends and priorities through the detailed insight we have gathered, which we will continue to accumulate and analyse. Our understanding will continue to grow as we work with delivery partners to get closer to communities and understand their needs. Through this work, we are continuously improving our understanding of the barriers faced by people who wish to become more active and will continue to be proactive in our conversations with the people of Derbyshire to further develop our understanding.

B) Insight:

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We have to prioritise. Achieving a collective clarity about what we are trying to achieve is vital to make an impact. There will be a focus on the people and the areas that will make the biggest difference to physical activity levels and sport engagement. The priority will be to convert latent demand for physical activity and sport into action, with a focus on the identified priority groups.

Figure 7 demonstrates the greater health impact of concentrating on the inactive and those who struggle to maintain an active life, as ‘although increasing the activity of an already active person (say from 200 minutes to 300 minutes a week) will benefit that individual’s health, it is nowhere near the benefit experienced by a sedentary person who takes up even a small amount of activity’.24 The need for a focus in these areas echoes the consultation with our partners.

24 Sport England, Towards an Active Nation, 2016, p.10

Footnotes:

C) Priorities:

figure 7: Relationship between health benefits and number of active minutes.

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25 Those in groups NS-SEC 5-8

Footnotes:

Based on the data, trend analysis, stakeholder engagement and insight, the priorities for this strategy are as follows:

1. Supporting the inactive to become active.

2. Ensuring that people are supported and encouraged to engage in sport.

3. Helping to keep people engaged in physical activity and sport throughout their lives.

4. Addressing the inequalities in physical activity and sport engagement with a focus on:

a. Women and girls. b. People from lower

socio-economic groups.25

c. Young people aged 5 – 18.

Throughout strategy delivery, we will ensure that disabled people are supported to become active and engaged in sport. This will include those with long-term limiting health conditions, physical and learning disabilities, and mental health conditions.

Within these groups, it is crucial to identify and reach those that are ‘ready to change’, and to use behaviour change approaches to support people on their journey. We need to address the specific barriers and fears that people within these groups face. We need to ensure that the offer meets their needs and the physical activity and sport experience exceeds their expectations.

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The celebration of diversity and difference is central to achieving our vision. Throughout the delivery of the strategy, we will address disadvantage, discrimination or inequality. Additional support will be provided and positive discrimination used to support those under-represented in sport engagement, including people from Black and Ethnic Minority backgrounds and lesbian, gay, bisexual and transgender people (LGBT).

The behaviour change model in figure 8 was included in Sport England’s consultation and was widely welcomed.26 It features five key stages of behaviour figure 8: Behaviour Change Model.

that will define the interventions they make, and the programmes they will fund in the future. We embrace the use of this model and will use it to drive work at the community level.

Each person we seek to engage will be on their own personal journey through these stages. Every intervention, communication and programme will be shaped to support those at each stage and we will evaluate our success accordingly.

26 Sport England, 2016, p3.

Footnotes:


41 42



Identifying the target groups and providing the appropriate activities is only part of the story. It is fundamental that those who are inactive or irregularly active within these groups have to be aware of what is available to them and have to want to take part. Reaching everyone is a challenge as different audiences have different needs that have to be addressed in a variety of ways.

Those who are inactive, or not achieving recommended levels of activity, are unlikely to be in sporting venues or environments. We need to engage with people where they are, whether that is in the workplace, school, shops, community or social settings such as pubs. Our marketing and engagement needs to speak their language and make an emotional connection to drive behaviour change.

We need facilities and open spaces which are high quality, welcoming and support a diverse range of people to become active or engaged in sport.

Information needs to be engaging, attractive, accessible and timely for people at different stages of their physical activity journey. It needs to reach people where they are, with an understanding of the target markets. We need to develop trusted connections, and establish a dialogue with people through appropriate marketing and communications. Once they are engaged, excellent customer relationships and communication will keep them feeling supported and encouraged to continue.

D) Engage the market:

The tone of voice is important. Our communications need to speak to the target audiences that we are trying to reach. ‘Going to where people are’, physically and emotionally, is crucial to our success.

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E) Designing the right offer or experience

To succeed, we are committed to a place-based approach, where local solutions are developed to meet local needs with the identified priority groups. Local, in this instance, can be at any level, e.g. estate, village, ward. Delivery partners need to understand communities fully, to immerse themselves within the communities and work with people to understand all the factors within the area, thereby enabling them to develop their own sustainable local solutions.

To ensure that the vision is realised, we need to engage a large and more diverse paid and voluntary workforce. As well as partner organisations, this will include the engagement of volunteers from a range of backgrounds.

Working with people who tend not to take part, rather than those who tend to, delivery partners will need to:

+ Identify local activators, leaders, volunteers and influencers who share the vision of active, healthy communities.

+ Support them to identify and engage inactive people who are ready to change.

+ Understand the barriers to people becoming active, and help to remove those barriers.

+ Support those who have become active or engaged in sport, to influence and motivate others.

+ Provide and encourage use of facilities, open spaces and other environments that are high quality and engage a more diverse range of people.


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Supply must continue to cater for those with an established sporting habit, whilst also learning and evolving to create appealing opportunities for those in the priority groups to ensure that engagement in physical activity and sport grows. Often, and particularly in the outdoors environment, supply is free, plentiful and open to all. Information, marketing, campaigning and behaviour change approaches will be used to encourage and support people to become and stay active, free of charge, close to home using their community assets and building activity into everyday life.

Deliverers who want to contribute to this strategy will consider what they currently offer, develop their insight and innovate to engage with people that they are not yet reaching. They will work out how to engage more effectively with the target groups identified in this plan and work collaboratively to make their contribution to the 50,000 additional people living active lives.

We will capitalise on the learning from Getting Active Outdoors to increase those living active lives.

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Early exposure to outdoor activities can make a lasting impression. People who are introduced to outdoors activities as children and adolescents are more likely to grow up to choose an active outdoors lifestyle.28

We will engage a wide range of providers and influencers, building a culture of activity outdoors, engaging people in the fantastic countryside, landscapes and urban parks that Derbyshire, the Peak District National Park and the National Forest are known and celebrated for.

27 Getting Active Outdoors, Sport England/Outdoor Industries Association, 2015, p. 1128 Getting Active Outdoors, Sport England/Outdoor Industries Association, 2015, p.61

Footnotes:

‘Parents of children who are active outdoors are twice as likely to become active themselves. Similarly, the children of parents who are active outdoors are twice as likely to become active themselves.’27



In order to cater for identified target markets in priority groups, the workforce will also need to adapt and develop. The existing workforce will need to learn how to engage with new markets and overcome the many different needs and barriers to taking part.

Workforce priorities include:

+ Supporting parents, teachers and influencers of young people to understand the varying attitudes and behaviours of inactive young people. These influencers will understand behaviour change approaches and be able to support and engage young people into active lives.

+ Supporting local volunteers, activators and community-based leaders from all backgrounds to engage with the target groups, encourage behaviour change and nudge people into activity, as well as support them to continue.

+ Engaging a diverse range of volunteers, coaches and instructors, who will be trained and supported to encourage people who are new to physical activity and sport.

+ Developing a professional workforce across all sectors that understand the importance of physical activity and behaviour change approaches to make a bigger impact on the vision.

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To make this happen, everyone in Derbyshire needs to be engaged, from coaches, volunteers and teachers to chief executives, politicians and business leaders and, most importantly, YOU.

Partners from all sectors need to work in collaboration to transform Derbyshire into an active county. The success of this strategy requires commitment to change across the public, private, voluntary and community sectors. It will involve public health and the NHS, education, planning, housing, transport, economic development, sport, recreation and leisure. It has been developed by Derbyshire’s leaders, decision-makers,

service providers, influencers and those delivering services locally, in response to what communities tell us and the information we have about current trends. To be successful we will need commitment to change at all levels. The type of organisation is less significant than their ability to tailor them to a local level to fit local need.

None of this will be possible without the personal commitment of the people

of Derbyshire to become more active. Partners will ensure that people from the target groups who want to change their activity levels are supported and encouraged. Figure 9 shows how all elements of the system have a role to play.

29 Sport England, 2016, p.7

Footnotes:

F) Who can help?‘Put simply, it’s what you can do, that counts, not who you are.’29

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figure 9: A whole systems approach, with a commitment to change.

NATIONAL

DERBYSHIRE

CITY/ DISTRICT

COMMUNITY

INDIVIDUAL

Strategic direction, influencing and advocacy. Delivery of effective countrywide interventions and programmes.

Designing healthy living environments, workplaces and communities, supporting active learning and workplaces.

Collaborative approaches to develop insight and understanding of local needs, to innovate and deliver high quality interventions with impact.

A place-based approach at the very local level to determine local solutions and build capacity in communities.

Designing healthy living environments, workplaces and communities. Whole community and whole school approaches for physical activity and sport engagement.

Facilities and open spaces which are high quality, welcoming and support a diverse range of people to become active or engaged in sport.

Strong delivery system across sectors. Partners at community level, working together effectively to achieve shared aims.

Organisations working at the community level who understand the communities, their needs and can support behaviour change with priority groups.

Facilitators unlocking social capital and helping to change attitudes and behaviours. Supporting community deliverers, activators and leaders.

Facilities and open spaces which are high quality, welcoming and support a diverse range of people to become active or engaged in sport.

The success of this strategy relies on the motivation, energy and commitment of the people who live and work here. There is a huge role for people of all ages who encourage, support, cajole and nudge their friends, colleagues, students and families to live a more active life.

A transformation of our culture will only be achieved if being inactive becomes socially unacceptable, and an active life becomes the norm and the aspiration for the people of Derbyshire.

LEVEL OF THE SYSTEM ROLES

Strategic direction and investment. Legislate and design for physical activity and sport. Advocacy, political influence and positioning. Evaluation and measurement.

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Ongoing and consistent evaluation of the projects and interventions will measure our progress towards the vision. Therefore, we have to understand our impact, evaluating both the success of the individual projects and interventions, and our progress on the Strategy. We have to prioritise. It is essential that we know what works and what does not, to further develop our insight and improve future delivery.

In March 2017, we will publish the baseline and set targets for increased engagement in physical activity and sport. These targets will be informed by the Sport England national targets which are relevant locally. Active Lives, an annual survey,30 will measure overall progress against the following Key Performance Indicators which are relevant to this strategy.

30 This survey asks about healthy lifestyles and leisure, recreational, and cultural activities. It is conducted by Ipsos MORI, an independent social research organisation, on behalf of government agencies including Sport England, Arts Council England and Public Health England.

Footnotes:

G) Impact and Evaluation

55 56Derbyshire Physical Activity and Sport Strategy 2016—2021


https://www.sportengland.org

http://www.artscouncil.org.uk

https://www.gov.uk/government/organisations/public-health-england

https://www.gov.uk/government/organisations/public-health-england



Increase in the percentage of people physically active (achieving the CMO recommendation of 150 minutes of moderate intensity activity per week in bouts of 10 minutes or more). This will include a specific target for women, people from lower socio economic groups and disabled adults.

31 Physical literacy is the mastering of fundamental movement skills and fundamental sport skills that permit a child to read their environment and make appropriate decisions, allowing them to move confidently and with control in a wide range of physical activity situations. It supports long-term participation and performance to the best of one’s ability. Pacific Institute for Sport Excellence, 2016.

Footnotes:

Derbyshire KPI 1:

Derbyshire KPI 2:Increase in the percentage of active

young people (achieving the CMO recommendation of 60 minutes of moderate intensity physical activity per day). This will include a specific target for girls, those from lower socio economic groups and disabled young people.

National KPI 1:Increase in the percentage of the

population taking part in sport and physical activity at least twice in the last month. This will include a specific target for disabled people.

National KPI 2:Decrease in the percentage of people

physically inactive (achieving less than 30 minutes of moderate intensity activity per week in bouts of 10 minutes or more). This will include a specific target for disabled people.

National KPI 3:Increase in the percentage of adults

utilising outdoor space for exercise/ health reasons. This will include a specific target for disabled people.

National KPI 4:Increase in the percentage of children

achieving physical literacy.31 This will include a specific target for disabled children.

National KPI 6:Increase in the percentage of young

people (11–18) with a positive attitude towards sport and being active. This will include a specific target for disabled young people.

National KPI 7: Increase in the number of people

volunteering in sport at least twice in the last year.

National KPI 8:The demographics of volunteers in

sport to become more representative of society as a whole.

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http://piseworld.com



In their strategy, Towards an Active Nation, Sport England state that they will:

‘Set common data standards, create a common language around data and champion open data sharing across the sector to enhance our collective ability to discover new insights into our audiences and better understand our impact.

Deliver a robust approach to measuring impact on both levels of engagement and the government’s outcomes both through Active Lives and our wider evaluation of investments.’ 32

We will welcome and fully embrace the data standards and the approaches to measuring impact and evaluation frameworks that are developed nationally. The framework we use needs to support consistent evaluation of our processes and the effective analysis of system change. At community level, to determine which interventions are working and why, we need robust evaluation which is adequately funded and gathered consistently.

32 Sport England, 2016, p.21

Footnotes:

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For this strategy to be successful, it is important for all stakeholders to define their role. Our Board and core team commits to fulfilling their role as follows:

4. Our Commitment to Change

+ Leadership – championing the physical activity agenda across sectors. Leading by example. Encouraging and supporting cross-sector partners to address inactivity through their work. Developing new partnerships and facilitating a collaborative approach towards our shared ambition.

+ Advocacy – strategic engagement, lobbying and brokering. Working collaboratively with existing and non-traditional delivery partners across sectors.

+ Insight – developing insight and understanding across the system through data analysis and interpretation, and supporting community consultation and engagement to build understanding and inform the design and delivery

of interventions at every stage of the physical activity and sport journey.

+ Marketing and Communication – targeted and coordinated marketing and communications to inspire behaviour change. Supporting delivery partners and providers to use engaging marketing at the local level to help people to make the active choice.

+ Capacity Building – lead, support and inspire collaboration, and ensure a strengthened local delivery system.

+ Investment – lever in investment to support delivery against the shared ambition. Guide and support partners to secure investment to support community delivery. Develop our investment plan to execute the strategy.

+ Evaluation and learning – Support partners and deliverers to evaluate the impact of their work, share what’s working well and learn from each other.

Each year, the Derbyshire Sport Board will publish the priority actions of the core team, ensuring that we are ready to execute the strategy.

These will form the basis of our work for the year, and will define our specific role in helping to deliver. We encourage others to do the same, and make their commitment to change.

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Earlier in the strategy we talked about who can help, with a clear commitment to change required at every level, from the strategic to the community and individual. We need everyone to get behind our vision. Please consider how you can help to transform physical activity and sport engagement in your town, village, neighbourhood, city, workplace, district, borough, or across the whole of Derbyshire.

We hope that this challenge will be embraced by everyone from strategic leaders to parents, teachers, friends, colleagues and leaders in every community across Derbyshire.

Creating the kind of social transformation that we seek will be an organic process, growing and developing all the time. We do not seek to control, record or monitor every action that contributes to the target. The proof of success will be in the Active Lives data. We are asking that people in all sectors, in every community, support this strategy and make a personal and organisational commitment to change.

More formally, following the launch of this strategy, there will be immediate and longer term opportunities to discuss new ways of collaborating with other partners and developing effective strategic and local solutions. This conversation will be ongoing, via an online platform and in all of our work together.

5. A Call to Action

Consider this a call to action for a personal commitment from the people of Derbyshire to become more active and help others to do so. To engage 50,000 more people in active lives by 2021, we need you to embrace the challenge and work out what your contribution will be.

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