Monitoring and Review

6.1 Introduction

This strategy has been developed to ensure a planned and co-ordinated approach to the development of sport and active recreation in North Lincolnshire.

It has identified the contribution that sport and active recreation can make to local, regional and national priorities. We have identified the strategic priorities for the next five years and have set out the key actions and targets we need to achieve. This section shows how we will monitor progress and measure our performance.

6.2 Leadership

There is a strong commitment to the development of a strategy implementation group. This will lead the delivery of the strategy. It will include representatives from the following agencies and will be driven by the Strategy Implementation Manager on behalf of the LSP:

  • North Lincolnshire Council

- Property and Leisure Services

- Adult Services

- Children's Services

- Education, Learning and Achievement

- Youth Service

- Neighbourhood and Environmental Services

- Highways and Transport

  • North Lincolnshire Primary Care Trust
  • North Lincolnshire School Sport Partnership managers
  • Humber Sports Partnership
  • Crosby Neighbourhood Pathfinder
  • Voluntary Action North Lincolnshire
  • Scunthorpe United Football Club
  • Heslam Park Rugby and Cricket Club

6.3 Measuring performance

The Strategy Implementation Manager will coordinate performance information to monitor and evaluate progress on behalf of the Implementation Group. The inclusion of key performance indicators for sport and active recreation in the

Comprehensive Performance Assessment (CPA) for local government means this is an important issue for the council. Performance monitoring and evaluation of the strategy will be undertaken at several levels.

  • The projects level - assess the impact of individual initiatives or groups of initiatives.
  • The settings level - assess the impact of work in specific settings, such as schools or in the workplace.
  • The strategic level - measure participation levels within North Lincolnshire as a whole and the different participation rates of specific communities and target groups to assess the overall impact of the strategy. The Strategy Implementation Manager will liaise with key partners to develop an effective performance measurement system, which will track progress in achieving the key outcomes required.

6.4 Monitoring and review cycle

The developing nature of parts of the strategy and the broad partnership approach means there will be a need to regularly review progress against the

strategic themes. This will be done through the Active Choices, Active Futures Strategy implementation group which will meet monthly to co-ordinate and discuss progress against the key priorities. It is anticipated that ‘working groups’ will be established to drive some key themes, such as children and young people. An annual progress report will be produced with detailed action plans for the next year in relation to the strategic priorities.

6.5 Progress reporting

While it is important to annually review and report performance it’s essential that progress against the strategy is reported and communicated regularly.

Here’s a few ways of how we may do this:

  • Progress reports to the Local Strategic Partnership and North Lincolnshire's Elected Members (Quarterly)
  • Publication of the council's internal performance reports relating to sport and active recreation
  • Newsletters and bulletins to key people and the community
  • ‘Good news’ press releases
  • Preparing ‘best practice’ case studies to share with the partnership

6.6 Key performance indicators

A number of key performance indicators have been developed to measure the progress against the strategic priorities. These are set shown in figure 5.

The strategic indicators will be driven by very specific indicators. These will be the responsibility of individual partners. For example, addressing the key performance indicator of two hours quality PE and school sport will be one responsibility of the school sport partnerships. But increasing visits to sport and leisure facilities will be the work of the North Lincolnshire Leisure Trust. Success in both areas will increase the percentage of people doing the required levels of sport and active recreation. The focus of these performance indicators does not include some of the detailed operational efficiency indicators included in the CPA for sports facilities. The key performance indicators for participation will be shown by the Active England Survey every three years. This will be the responsibility of Sport England.

Key performance Indicators

 

6.7 Quality standards

There are a number of nationally recognised quality standard schemes for cultural services. These include Quest for sport and play development and facility management; and TAES (Towards an Excellent Service) which is a quality framework for council Culture Block. North Lincolnshire Council is already one of the highest ranked organizations with Quest for its sport and play development service. They were involved in the national pilot for TAES which is specifically designed to help local strategic partnerships deliver the national priorities for sport and active recreation. The achievement of Quest is a priority within the facility improvement strategy and performance management arrangements with the new leisure trust.

In education, a number of schools have achieved the Sports Mark award. This underlines the commitment to continuous improvement in this area of work. A significant number have also achieved the Healthy Schools Award which includes a physical activity strand.

The Quality in Study Support Standard (QISS) provides a framework for ensuring high quality systems and procedures are in place for schools offering a range of out of school activities, many of which have a sport and physical activity focus. There is therefore a commitment by all partners to improve standards by using quality management frameworks.