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69 The risks and rewards of creating a contestable investment approach for local government
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A partnership approach to joined up thinking · Guidance for strategic planning targeting physical activity D. Curgenven* SPARC
Strategic Planning is considered to be instrumental in establishing robust community centric approaches to increasing levels of physical activity, to this end SPARC has recently developed a Guidance Tool to support organisations interested in developing Physical Activity Strategies. The Guidance Tool is targeted at key community stakeholders encouraging a collaborative approach to physical activity planning within the communities of New Zealand. It aims to take the mystery and complexity out of strategic planning, minimise duplication and fragmentation, identify gaps and ultimately achieve an increase in physical activity uptake. The desired result is a concise shared implementation plan that shows clear actions, timeframes and accountability for making things happen on the ground. The initiative recognises and celebrates that a combined concerted effort will achieve positive outcomes. The timing is considered to be right for such an initiative as never before have so many agencies at national and regional levels had an interest and/or mandate to encourage greater participation in physical activity. The presentation will showcase the new Guidance Tool, review the rationale of the initiative and the process identified for regional and district level strategic planning, illustrate how the initiative further assists in identifying community needs that can be supported by Active Communities Investment from SPARC, identify considered best practice and discuss where to from here for SPARC.
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The risks and rewards of creating a contestable investment approach for local government R. Lindsay* SPARC
The purpose of this paper is to discuss the progress made through the implementation of a truly innovative investment strategy that SPARC implemented in 2003. Up until 2002 investment in Local Government was through per capita grants that were then distributed to community sport and recreation clubs. SPARC reviewed this funding strategy and implemented an investment strategy that has taken a more strategic approach to increasing physical activity levels within communities through the re-engagement of councils as significant community stakeholders in the field of physical activity provision. SPARC now invest up to $3 million per annum in large scale, community wide physical activity interventions that are evidence based and collaborative in nature. The planning required to establish community priorities has also been supported by SPARC to ensure investment risk is minimised. This integrated approach has ensured that Councils have the capability to engage across the community. This session will discuss the process that has been undertaken and findings to date which indicate that this investment has had significant benefits, some that were not even considered in the development stages. This presentation will not only share the best practice that has emerged, but also the lessons learnt along the way.
45
A partnership approach to joined up thinking · Guidance for strategic planning targeting physical activity D. Curgenven* SPARC
Strategic Planning is considered to be instrumental in establishing robust community centric approaches to increasing levels of physical activity, to this end SPARC has recently developed a Guidance Tool to support organisations interested in developing Physical Activity Strategies. The Guidance Tool is targeted at key community stakeholders encouraging a collaborative approach to physical activity planning within the communities of New Zealand. It aims to take the mystery and complexity out of strategic planning, minimise duplication and fragmentation, identify gaps and ultimately achieve an increase in physical activity uptake. The desired result is a concise shared implementation plan that shows clear actions, timeframes and accountability for making things happen on the ground. The initiative recognises and celebrates that a combined concerted effort will achieve positive outcomes. The timing is considered to be right for such an initiative as never before have so many agencies at national and regional levels had an interest and/or mandate to encourage greater participation in physical activity. The presentation will showcase the new Guidance Tool, review the rationale of the initiative and the process identified for regional and district level strategic planning, illustrate how the initiative further assists in identifying community needs that can be supported by Active Communities Investment from SPARC, identify considered best practice and discuss where to from here for SPARC.
•
• •
The risks and rewards of creating a contestable investment approach for local government R. Lindsay* SPARC
The purpose of this paper is to discuss the progress made through the implementation of a truly innovative investment strategy that SPARC implemented in 2003. Up until 2002 investment in Local Government was through per capita grants that were then distributed to community sport and recreation clubs. SPARC reviewed this funding strategy and implemented an investment strategy that has taken a more strategic approach to increasing physical activity levels within communities through the re-engagement of councils as significant community stakeholders in the field of physical activity provision. SPARC now invest up to $3 million per annum in large scale, community wide physical activity interventions that are evidence based and collaborative in nature. The planning required to establish community priorities has also been supported by SPARC to ensure investment risk is minimised. This integrated approach has ensured that Councils have the capability to engage across the community. This session will discuss the process that has been undertaken and findings to date which indicate that this investment has had significant benefits, some that were not even considered in the development stages. This presentation will not only share the best practice that has emerged, but also the lessons learnt along the way.
45