Developing a National Sports Policy Framework

Transcription

1 Developing a National Sports Policy Framework Special Olympics Ireland welcomes the draft consultation document on Developing a National Sports Policy Framework. Recognising that it is the first such framework in 20 years and that the intention is to develop a framework to cover the next 10 years, our immediate belief is that it is important to seek a broader, more open consultation process in order to give the opportunity to include stakeholders from as wide a view as possible including those who are currently unengaged in activity or sport. It is recognised that collaboration already exists between the Departments of Education, Health and Transport, Tourism and Sport. However, for this framework to be truly meaningful and representative and to leverage scarce resources, this collaboration must continue in a strong and meaningful way, recognising that this will be a long-term framework. We also recognise that you will have many sources of feedback. We have thus focussed on the sections of the report which are most relevant to Special Olympics and where we believe we can provide the most relevant input. Our feedback is provided below under the broad headings included in the draft report. 1. Participation Local Sports Partnerships (LSPs) LSPs are key to increasing participation at local level as they are embedded in the community. Collaboration and links with NGBs should be strengthened, particularly on initiatives such as Park Runs, Swim for a Mile etc. with specific criteria for the funding of such initiatives reflecting the collaboration that will be required. Sports Inclusion Development Officers (SIDOs) There is a requirement to have a SIDO in every LSP to drive inclusion. Inclusion must be embedded in this national Sports Policy Framework if we are to truly make sport accessible and available to all. Pre- & Post- School PE curriculum: All children should have the basic physical literacy skills before they leave Primary Education. Time must be set aside for this to happen in the daily curriculum, delivered by qualified Physical Education teachers. To be physically active, you need to be physically literate and, at present, this is totally ad-hoc in the school system. This is having a negative impact when it comes to people participating in sports after they have left school. Dominance of competition needs to be reduced for younger children. Children need to play and to have fun in those early years and the competitive element should start later, at an appropriate age. There is an over-reliance by schools on NGBs to deliver a sport programme and NGBs are, at many times, competing for the same child to get involved in their sport this must be addressed. This dependence is possibly also limiting the particular exposure the child gets to a few sports. 1

2 Facilities: Ensuring all schools have access to appropriate and fit-for-purpose sports facilities (along with suitably qualified sports staff) is a critical factor in determining the experience and opportunities children will experience. On the other hand, lack of access to many school sports facilities for other groups in the community at the end of a school day/week/term continues to be an issue and needs to be addressed. This lack of flexibility is an inhibitor to participation and these road blocks need to be proactively cleared. Third Level Institutions Lifelong sporting involvement can be enhanced through active participation in sport whether as a player, administrator, coach, volunteer, participant or spectator. We would recommend that, in association with College and University Sports Association of Ireland (CUSAI), an action plan is developed to achieve short and long term goals to optimise the opportunities for student to be exposed to recreational and competitive sports. Disability Sector There is a lack of focus on disability sport in this draft framework. Based on research in the Disability sector, 93% of people with Intellectual Disability (ID) do not obtain the recommended levels of activity and are facing health risks of inactivity (Emerson 2011). Higher levels of activity exist for those involved in Special Olympics but not at the recommended level of 30 mins per day. Tax Incentives The Cycle to Work Scheme appears to be a real success in terms of reducing traffic congestion and, more importantly, helping to increase physical activity and well-being of the participants. On a trial basis, it may be worth considering a similar scheme, at a capped level, whereby employees could receive a tax incentive to participate in some form of exercise whether it be related to subsidising local club membership or for exercise equipment/gear. A voucher scheme could be implemented for all those who are not in employment. Core Funding Core funding is critically important to increase participation. Very often there is a delayed return when making investments in Regional Development Officers and a similarly delayed negative impact when investment is taken away. During 2014, Special Olympics went through a major restructuring and reduced headcount by approximately 20%. The impact on participation levels are still been acutely felt three years on. 2. National Sports Campus (NSC) It is fantastic that Special Olympics Ireland are now based at the NSC and the benefits are felt daily. The incremental investments are welcomed and the progress made is very impressive. Ensuring that the NSC focusses on both elite sport and general participation by the public needs to be continually explored and optimised. 2

3 NSC facilities need to be available for all - school and university competitions, school tours opportunities for children to meet their sporting heroes on campus, local community sports groups. Ideally, access to facilities should be easily obtainable by any club or organisation. Focus on engaging with the corporate sector for meetings/ conferences should be investigated to increase sustainability. 3. Governance Governance is of the utmost importance. Sport Ireland should continue to be a leader in this area. It should continue to: Provide training Advocate for best practice Over time, increasingly link funding to sporting organisations or oversee the reduction of funding provision to those organisations that do not strive to meet high standards in this area It is noted that page 28 of the document states that: It is important that NGBs, which are independent entities, have some autonomy in terms of decision making within their own organisation. We would make the point that NGBs have full autonomy for their own affairs, interdependent with Sport Ireland as required. The Organisation Capacity Building delivered by Sport Ireland in recent years has been a tremendous training support to NGBs who would not have had the financial ability to undertake this training. NGBs are central to the new policy framework as they have the depth of engagement in all sports policy. Of course they need to be fit for purpose and Sport Ireland, who have knowledge of each sport, are well placed to deliver the required training. In terms of gender quotas, a topic that has received much publicity, we believe that the best person for the job should be recruited for a post, irrespective of their gender. However, it is also important to acknowledge the valuable input that persons of both genders bring to both Boards and other leadership roles. With this in mind, when recruitment opportunities arise, if there are two candidates of equal ability, gender should be considered with a view to creating balance within an organisation. 4. Coaching Special Olympics would like to commend Coaching Ireland for the continued excellent work that they do and, in particular, we commend the recent development of a Children s Coaching Tutor course. It is hoped to see this training roll out across all NGBs and LSPs so that coaches may develop the necessary skills to work with our children and build their lifelong participation in activity and sport. 5. Volunteer Engagement 3

4 Volunteers are critical to all sports organisations. Today Special Olympics have over 26,000 registered volunteers and it requires a tremendous investment in time and resources to ensure that their skills and time is used in the best possible way. As an organisation, we have invested in systems, processes, training and a small team to support this key resource. All sports organisation should look to appoint a Volunteer Manager no matter what their size. Initially, this could very well be a voluntary or part-time position until critical mass is achieved. We are providing our feedback to this section by directly answering all the questions asked at the end of the section in the draft report: What are the challenges facing the sports sector in recruiting and retaining volunteers? Time commitment volunteers need to make. Volunteers tend to prefer time-limited volunteering opportunities (for example, short term contracts) to an on-going commitment. There is a notable drop off of sport when children reach their teens. This limits the pool of volunteer coaches who will achieve a coaching qualification later in life. Safeguarding training and the responsibilities associated with volunteering with children or vulnerable adults can be off-putting to some volunteers. Can success stories be identified in order to show ways to encourage more people to volunteer in sport or existing volunteers to stay engaged over a longer period? The media can play an important part in highlighting the work volunteers do to support athletes if NGBs bring it to their attention. Families of athletes can highlight to the NGB and/or the media, the role the volunteer plays to support their athlete family member. Are there best practice examples of volunteering in other sectors that could be applied to the sport sector? First Responders save lives and train other members of the public to save lives. Red Cross volunteers constantly update their skills and qualifications. Lifeboat and Coastguard volunteers make a time commitment and train in risk assessment. What are the motivation challenges for volunteers in sport? Negative challenges include: Volunteers must complete a registration process including vetting and engage in training before they volunteer. Volunteers may be required to take on responsibilities and will have to fulfil their legal obligations under child protection legislation if they are working with athletes under 18 years or vulnerable adults. Positive challenges include: Continuing an interest in a sport after they have finished competing. Sharing skills with other athletes to encourage development. 4

5 Is the pool of potential volunteers restricted to people already engaged with a sport or can the net be cast wider in the local community? Volunteers can contribute to sport and sport management as: Event organisers Volunteer administrators Website designers Volunteer caretakers Providers of child protection training (these must be approved by an NGB or Sport Ireland/Local Sport Partnership). Management consultants can assist local or national bodies. Are there ways to link corporate social initiatives to support volunteer engagement in sport? Opportunities for corporations to support a sport organisation demonstrates to their staff a desire to facilitate volunteering among their workforce Corporate staff who volunteer to manage a sport project may enhance skills that can contribute to the success of a company Corporate volunteers can bring organisational skills to sport management that can be more valuable than a monetary contribution Is there scope for non-formal, community based and/or formal education opportunities for adults that could assist NGBs in supporting volunteers in order to meet the changing requirements of sport administration, coaching etc.? Links can be developed with training and education agencies to offer FETAC or equivalent qualifications for courses offering training in sport administration Agencies who may wish to explore opportunities in partnership with NGBs include SOLAS, Education and Training Boards, Adult Education Centres, Colleges of Further Education. An example of a cooperative approach might include the various NGBs whose administrative bases are located on the National Sports Campus in Abbotstown. These NGBs could offer voluntary placements for participants undertaking courses in sport administration that could be organised by local education and training agencies such as SOLAS, Blanchardstown Adult Education Centre, Blanchardstown Institute of Technology, Blanchardstown Community Training Centre. 5

6 Are there other challenges and issues that need to be addressed in this area? Succession planning by sport organisations whose volunteers may wish to reduce their involvement as they grow older. Promoting the positive aspects of volunteering in sport for those who may or may not have a background in sport. 6. Financing Irish Sport Capital Funding. While some work has been done to raise the visibility of capital funding, a lot more could be done to maximise the benefit to the wider community and hard to reach groups in order to help them to become more active. The specific conditions needed to secure capital funding could include free or reduced hours to schools, a voucher system to those on social welfare or incentives to employees through employer-related schemes. Multi-Annual funding. This has been discussed many times by NGBs and there is a real need to put it in place. NGBs must commit in advance to projects, events etc. and do so, in the hope of either securing investment from Sport Ireland or through seeking sponsorship, donations etc. Multi-annual funding would greatly relieve the pressure this places on NGBs. 6