1. THE EAST OF
ENGLAND PLAN
FOR SPORT
ADDING VALUE THROUGH
SPORT TO THE LIVES OF THE
PEOPLE IN THE
EAST OF ENGLAND
Sport England, Crescent House, 19 The Crescent, Bedford MK40 2QP
Tel: 08458 508 508 Fax: 01234 359046 www.sportengland.org
©Sport England, May 2004
SE/2285/300/05/04

2. CONTENTS
The Framework for
Sport in England, March 2004
The East of England Plan for
Sport, May 2004
1 2
“Our long term vision for sport and physical activity by 2020 is: ‘to increase significantly
levels of sport and physical activity, particularly among disadvantaged groups; and to
achieve sustained levels of success in international competition’.”
Game Plan: a strategy for delivering Government’s sport and physical activity objectives, December 2002
Cover shots:
bottom right: Stuart Davidson - Lynn News
Top Left: John Hocknell
IT’S TIME TO TURN
IDEAS INTO ACTIONS
THE EAST OF
ENGLAND PLAN
FOR SPORT
ADDING VALUE THROUGH
SPORT TO THE LIVES OF THE
PEOPLE IN THE
EAST OF ENGLAND
Game Plan,
December 2002
CHAPTER 1 THE EAST OF ENGLAND 3
CHAPTER 2 THE VISION 5
CHAPTER 3 FROM ‘GAME PLAN’ TO
THE FRAMEWORK FOR
SPORT IN ENGLAND 7
The challenges of
‘Game Plan’ 7
The Framework for 8
Sport in England
Purpose and support 12
CHAPTER 4 PRIORITIES FOR THE
EAST OF ENGLAND 13
Promotion and marketing 14
Legislation and regulatory
change 15
Quality and improvement 16
Structures and partnerships 18
Innovation and delivery 19
Strategic planning and research 21
What we MUST do! 22
CHAPTER 5 MAKING IT HAPPEN! 23
The Value of sport 23
Government Office for the
East of England (GO-East) 24
East of England
Development Agency (EEDA) 25
The East of England
Regional Assembly (EERA) 26
East of England
Public Health Group (EEPHG) 27
The Countryside Agency 28
Department for Environment,
Food & Rural Affairs (DEFRA) 28
Living East 29
Regional Lottery Forum 29
CHAPTER 6 TIME FOR ACTION! 30
Appendix One – Priority Sports 31
Appendix Two – Acknowledgements 32
Appendix Three – East of England Plan
for Sport Summary 33 Nigel Farrow

3. So, of course it’s not surprising then that we are passionate about sport,
but there’s still a lot to do. Despite the £131 million that has been
awarded in the East of England by the Sport England Lottery Fund since
1995, participation rates have failed to rise significantly.
The biggest challenge is to get 70% of us active, that’s 3.78 million people,
by 2020.
The character of East of England also provides a number of significant
challenges in increasing participation.
With more than a third of our residents living in neighbourhoods of less than
10,000 inhabitants and over half our wards being classified as rural, access
to sports opportunities can be severely limited. The problem also provides
a major opportunity to think and act differently in the provision of sport
and physical activity to rural communities.
The East of England has the third largest regional economy
(GVA) in the UK after London and the South East, with
an £81 billion economy, and is the home to 390,000
businesses. Also, over 25% of Hertfordshire’s
and 23% of Essex’s working population
commutes to London each day. Accessibility
to activity needs to be addressed within the
work place. The culture of long working
days and long commutes may not be
something that can be changed
overnight, but we need to influence our
work places to create a healthier and
more active workforce.
3 4
CHAPTER 1
THE EAST
OF ENGLAND
More of us participate in sport and active
recreation and more of us belong to sport and
health clubs than anywhere else in England
(General Household Survey). We spend £1.2 billion
annually on sports related goods and services and
over 40,000 of us are employed in sports-related
activities.
It’s not surprising when you consider that we
have around 300 miles of coastline stretching
from the Wash to the Thames and vast natural
resources such as 15,677 miles of public rights
of way at hand.
Amongst the 5.4 million of us that live in the East
of England are internationally renowned athletes
who live, train or perform here - such as Paula
Radcliffe, Karen Pickering, Dean Macey, James
Gibson, Isabell Newstead and Lloyd Upsdell to
name but a few.
We boast a number of nationally-important sporting facilities, such as the
headquarters of British horseracing (Newmarket), the home to the World
Indoor Bowls Championships (Potters Leisure Resort), a motor racing
circuit (Snetterton), a nationally renowned sports centre at the University of
East Anglia (Sportspark), and the Norfolk Broads. Our clubs provide
representation in high-profile professional sports with a first-class county
cricket club (Essex), eight professional football clubs (Norwich City,
Cambridge United, Colchester United, Ipswich Town, Luton Town,
Peterborough United, Southend United, Watford) and a Premiership rugby
union club (Saracens) all based in the region.
What do we mean by sport?
Sport embraces much more than traditional team games and competition.
The definition agreed by the Council of Europe (1993) is “all forms of physical
activity which, through casual or organised participation, aim at expressing or
improving physical fitness and mental well-being, forming social relationships or
obtaining results in competition at all levels.”
In the East of England we are very
passionate about sport
John Hocknell - Eastern Daily Press
Warren Page - Freelance

4. People in the eastern counties are very
passionate about sport . . . . and so this
East of England Plan has been produced to
support and build on this passion.
Sport, embracing all forms of physical activity,
has the power to change lives, extend and
improve our living experience and, therefore,
benefit the region.
We believe sport should play a major role in improving health, generating
economic impact, and encouraging social equality. We are committed to
achieving a more active and healthy regional population. We will
enthusiastically develop and promote this plan, take steps to measure its
success, work to build relationships between sectors and generate further
investment for sport.
Our challenge is to raise participation levels, year on year, leading to a
significant rise in the east’s population being physically active by 2020.
If partners in the east work together collectively and effectively I am
certain this challenge can be realised.
This is a plan for sport in the East of England. It is also a plan to show
how sport can support issues relating to physical activity.
Thank you all for contributing. The time
for talking is now over; let's all make a
difference. Starting today.
Sir Robin Miller
Chairman, East Regional Sports Board.
5 6
CHAPTER 2
THE VISION
“Making the East of England an active and
successful sporting region”
John Hocknell
Keith Whitmore - Evening Times, Norwich

5. The Challenges of Game Plan
This section describes 'the journey' that sports policy
and sporting bodies have been travelling in England
since the publication of the Government’s 'Game Plan - a
strategy for delivering the Government's sport and
physical activity objectives' in December 2002. An
understanding of this journey is important since it
provides the essential context for the preparation of the
East of England Plan for Sport.
The Prime Minister, Rt Hon Tony Blair MP, commissioned
Game Plan to provide a high level, dispassionate
analysis of sports policy, funding and delivery structures
in the UK. It built on, and in many respects, superseded
previous Government strategies and action plans for
sport, e.g. 'Sporting Future for All', 'Government Plan for
Sport', etc and provides clear guidance on the role of
Government and Government agencies and the use of
public funds for sport.1
7 8
CHAPTER 3
FROM GAME
PLAN TO THE
FRAMEWORK
FOR SPORT
IN ENGLAND
“To be the most active and successful
sporting nation in the world.”
“Sport is a key part of the social fabric that binds communities
together. It provides the opportunity for people of all ages and
abilities to socialise, be physically active and learn new skills,
introducing challenge and fun into almost any sphere of our lives.”
Debbie Kaye, Sports Services Development Manager, Cambridge City Council.
“No-one can whistle a symphony; it takes an
orchestra to play it.” HE Luccock.
Whilst acknowledging the extensive amount of achievement
and good practice that exists, Game Plan also reached a
number of challenging conclusions about the state of UK sport
today. These included:
■ Sport lacks vision and a clear sense of direction;
■ Despite significant public investment in sport in recent years,
participation levels are low and have remained static in
comparison with other similar European countries and
around the world;
■ Sport lacks a robust evidence base to support its case for
continued and increased levels of public funding;
■ Sporting structures are confused and, in many cases,
ineffective and inefficient;
■ There is a need for improved collaborative working between
agencies at all levels.
Some of the key recommendations to emerge from Game Plan
were as follows:
■ To significantly increase and widen the base of participation in sport, particularly for health benefits
- a target of 70% of the population to be reasonably active (defined as participating in 30 minutes
of moderate exercise five times per week) by 2020;
■ To be in the top five of nations competing in sport on the international stage and, in particular, to
achieve consistent success in the sports which are most culturally significant for the nation;
■ To reform sports organisations to create more effective delivery structures - including making Sport
England and UK Sport more strategic, funding organisations rather than being involved in direct
delivery to partners.
The Framework for Sport in England
Game Plan represented a landmark in sports policy in the UK and has provided a 'wake up call' for many
sports organisations, particularly those reliant on public funding. The response to Game Plan has been
significant - a 'root and branch' reform of Sport England, the identification of 30 national priority sports and
the production of the Framework for Sport in England.
It has been a catalyst for the emergence of a new consensus on the important issues in English sport and a
renewed spirit of partnership working at all levels. Working with the Department for Culture, Media and Sport
(DCMS) and other Government departments, Sport England commissioned the Henley Centre in early
2003 to:
■ Analyse key social trends and issues affecting sport today;
■ Independently analyse the facts and figures underpinning sport;
■ Conduct research and an impact evaluation;
■ Consult with over 1,200 partners at national and regional levels on their findings and proposals.
Through this process Henley concluded that "sport was broken and it needed to be fixed". Fifty 'drivers' were
identified as key influencers (positive and negative) on sports participation and, from these, seven key drivers
for change were selected, tested through consultation and eventually confirmed as being the most significant.
This then informed the development of a robust conceptual framework - 'The Framework for Sport in
England', the aim being to create a systematic basis for testing priorities and affecting change (change being
defined as a positive increase in the number of people playing sport and improved levels of performance).
David Lowndes - Peterborough Evening Telegraph
Robert Browne - Essex Chronicle

6. The Framework for Sport signals a new way of working through partnership
to deliver our shared vision for sport in England - "To be the most active
and successful sporting nation in the world". It sets the broad strategic
parameters for sport - the boundaries - within which there is much flexibility
for 'local' interpretation and prioritisation. It seeks to provide the common
themes and understanding that will bind sport together, whilst not being so
prescriptive as to dictate specific planning priorities.
Unlike previous strategies, which far too often have failed to achieve a
lasting and measurable impact, the Framework for Sport needs to be
understood more as a process than a product. Sport England, which has a
key strategic role with regard to the implementation of the Framework, is
committed to refining and updating it so that we keep in step with, and
where possible anticipate, the social, institutional and environmental
context that will impact on our ability to achieve our objectives for and
through sport.
A key factor in the success of the Framework will be for organisations at all
levels - national, regional and local - to embrace it as a basis for their own
policy formulation, business plans and investment decisions. Key priorities
here include:
■ Sport England's own business and strategic planning;
■ National Governing Body Whole Sport Plans (with 30 sports selected as
the priority sports for England and the UK - see appendix One);
■ Other key national sporting organisations, e.g. Youth Sport Trust,
sportscoach UK etc;
■ Regional Plans for Sport - and, through them, County Sports
Partnerships, Local Strategic Partnerships and School Sport
Partnerships.
Following the production of the Framework, the next stage of the journey was
to produce the East of England Plan for Sport, engaging with key regional
partners (existing and new).
9 10
The Framework for Sport in England
INTENTION ANALYSIS ACTION IMPACT
AIM
To change the
culture of sport and
physical
activity in England in
order to increase
participation
across all social
groups leading to
improvements
in health and other
social and economic
benefits and
providing the basis for
progression into
higher levels of
performance
GAME PLAN
ANALYSIS
HENLEY ANALYSIS AND
STAKEHOLDER CONSULTATION
EMERGING ISSUES
AND POLICY
PRIORITIES
MEASUREMENT
THE SEVEN KEY
DRIVERS OF CHANGE
AGEING POPULATION
TIME PRESSURES
WELL-BEING AND
OBESITY
LEVELS OF INVESTMENT
UTILISING EDUCATION
VARIATIONS IN ACCESS
VOLUNTEERS AND
PROFESSIONALS
THE FIVE SETTINGS
FOR CHANGE
HOME
(Key agents of change)
COMMUNITY
City - Town - Countryside
(Key agents of change)
WORKPLACE
(Key agents of change)
HIGHER AND FURTHER
EDUCATION
(Key agents of change)
PRIMARY AND
SECONDARY SCHOOLS
(Key agents of change)
THE SIX POLICY AREAS
FOR CHANGE
PROMOTION AND
MARKETING
LEGISLATION AND
REGULATORY CHANGE
QUALITY ACCREDITATION
AND IMPROVEMENT
STRUCTURES AND
PARTNERSHIPS
INNOVATION AND
DELIVERY
STRATEGIC PLANNING
AND EVIDENCE
THE SEVEN MAIN
OUTCOMES OF CHANGE
INCREASING
PARTICIPATION IN
SPORT AND
ACTIVE RECREATION
IMPROVING LEVELS OF
PERFORMANCE
WIDENING ACCESS
IMPROVING
HEALTH & WELL-BEING
CREATING STRONGER
AND SAFER
COMMUNITIES
IMPROVING EDUCATION
BENEFITING THE
ECONOMY
Analysis (1) – it is critical that
the key trends/drivers are
identified and addressed if we
are to ‘bridge the gap’
between the aim and the
outcomes to be achieved.
Action – priorities for
action can be identified,
which seek to address
the drivers within each
setting in order to
achieve the outcomes.
Analysis (2) – sport takes
place in a range of settings.
Within each setting, there
are a number of key
agencies critical for
achieving change.
Intention – the Framework
starts with a broad aspirational
aim: increasing participation.
Impact – there are a range of targeted outcomes that will be
delivered as the analysis is used to inform future policy and delivery
of the priority actions identified.
John Hocknell

7. A way of summarising at this point, is to consider Game Plan as the challenge from
Government, the Framework as a united response from sport across the country and
this Plan as the regional interpretation of the Framework following considerable
consultation (see appendix Two for a full list of consultees).
From the outset the process has been interlinked with the work of the Henley Centre
in the preparation of the Framework. Regional partners have contributed a great deal
to this national piece of work whilst also being able to give their views on the specific
issues relevant to our region.
Three regional seminars were organised - June and September 2003 and February 2004
and delivered in a dynamic and interactive style. Feedback from delegates at each
of these events was very positive. The vast majority of people who attended
welcomed this new style of consultation and felt both challenged and engaged
by the process.
In addition to the partner consultations a number of other factors have
contributed to the production of our final Plan:
■ National guidance from Sport England that aims to secure broad
consistency between the nine regional plans for sport whilst also
allowing for regional variation, for example, all plans are set over
four years;
■ Consideration of the unique characteristics of the East of England-
socio-demographics, geography, funding issues, existing
relationships with and between partners, current sporting provision
and baseline data where it exists;
■ Scoping work undertaken by Sport England regional staff and The East
Regional Sports Board in the following policy areas:
- Health & physical activity;
- Coaching, club development and volunteering;
- County Sports Partnerships;
- Sports equity and social inclusion;
- Rural issues;
- Education and skills;
- Information and communications;
- Strategic and land use planning;
- Facility planning, provision and management;
- Investment; and
- Innovation.
■ Finally, the East Regional Sports Board has
scrutinised this Plan prior to publication.
Purpose and Support
The East of England Plan for Sport is a document designed to guide
the strategic direction of sport in our region. Our Plan has as its
backdrop the long term aims and targets laid down in 'Game Plan'
and we will aim to make substantial, but incremental, steps towards
these targets over the next four years (2004 –2008).
Again, the easiest way to view the Plan is to consider it as the
regional interpretation of the Framework for Sport in England. It is
(deliberately) a high level, advocacy document designed to provide
strategic guidance to a range of traditional partners, e.g. local
authorities, governing bodies of sport, education providers, sports
clubs, etc, as well as to influence the policies and plans of other
agencies for whom sport and active recreation can make a significant
contribution to their objectives and goals.
Our plan will be subject to a rolling review process every year and will
be supported by an Annual Business Plan for Sport England East and
the East Regional Sports Board. It is this Annual Business Plan that
will determine how the available resources (human and financial) will
be allocated towards achieving the goals and targets set out in the
East of England Plan for Sport.
However, for the Plan to be most effective, partner agencies need to
embrace it (or at least the elements which are most relevant to them)
as a basis for their own policy formulation, business and action plans.
In this way the plan will be truly 'brought to life' and its impact will be
maximised across our region.
12
“There is no exercise
better for the heart
than reaching down
and lifting people up.”
John A Holmes
“Sport offers the opportunity for everyone in the
East of England to be more active and get more from life”.
Terry McEntee, Manager, Suffolk Sports Partnership.
11

8. Below are the headline priorities identified for action
(2004 to 2008):
PROMOTION AND MARKETING
[1] That sport will contribute to a 1% year on year increase in participation across the
region through a “30 minutes a day” campaign.
EXAMPLE Develop working relationships with key regional media (inc. BBC, Anglia TV, radio,
daily newspapers) sharing joint promotion of the 30 minutes a day campaign, working with
Anglia TV promoting ‘Britain on the Move’.
[2] That we will achieve an effective communications hub recognising different
market needs through the creation of a robust communications and marketing
network.
EXAMPLE Create a Regional Communications Plan to develop systems for better
communication, for example, continuing the success of the monthly email update and
moving towards more targeted subscriber-based updates and targeted marketing to
different audience groups.
The Henley Centre analysis for Sport England concluded that the promotion of sport is
generally uncoordinated, largely ‘invisible’, and that it fails to communicate effectively the
benefits of well-being through sport. In addressing this Sport England will lead by example, through
a national campaign promoting sport and active recreation and encouraging the
population to become physically active for “30 minutes a day”.
Sport England will take the lead to promote the benefits of sport and
active recreation to policy makers outside the leisure profession, such
as strategic regional partners, and Local Strategic Partnerships. The
importance of physical activity is high on the agenda of the key
influencers, including school governing bodies, Primary Care Trusts
and Community Safety Partnerships. Sport England will lead this
work through the creation of a regional communications and
marketing network.
Through the development of a Regional Communications Plan
we want to see an increase in the local media coverage of
grassroots sport, particularly of women’s and girls sports,
black and ethnic sport and disability sport. In time, through
the support of media partners such as the BBC and Anglia
TV, we would like our region to develop an identity for
sport, possibly cycling, rowing, sailing or non-traditional
sports, making the best of the natural resources found in
our region.
We also want to achieve an effective communications hub
with the sole purpose of improving everyone’s understanding
13 14
CHAPTER 4
PRIORITIES FOR THE
EAST OF ENGLAND
“Sports are in essence a spiritual activity, a natural religion, a poem to grace,
beauty and excellence. It is our task to keep the stream of the sporting spirit
running clean and strong.”
TOM MCNAB
In September 2003 in Cambridge and again in February 2004 in Newmarket, Sport England consulted with key partners and
stakeholders to identify and explore the priorities for sport in a range of different settings where sport and active recreation takes
place; the home, community, the workplace, primary and secondary schools and Further and Higher Education.
As Sport England assumes its new role as strategic lead for sport in
England, we must ensure that key regional partners and share our vision
to make England the most active and the most successful sporting
nation. The challenge has been firmly identified through the
Government’s Game Plan and the road ahead has been mapped out
through the Framework for Sport in England. The headline policies
below pull together the views of partners and the aspirations of the East
Regional Sports Board to meet the targets set by Government.
There are six key policy areas for change identified in the Framework for
Sport in England. These can be defined as the interventions that will
have the most significant impact on the seven drivers in the five settings,
and will ultimately guide the future development and delivery of sport in
our region.
Our Plan is for four years so all of the headline priorities below will be
addressed through this period. We want sport in our region to
significantly improve by 2008; our goal is to become the most active and
successful region in England, if not Europe or even the world!
Structures have already begun to change with a fundamental reorganisation of Sport England, the creation of the Regional Sports
Boards and emerging sub-structures like County Sports Partnerships.
Never before has sport had so much to gain and conversely so much to lose by not working cohesively and united towards a
shared goal.
With these changes comes greater responsibility and accountability, we will be watched more closely, our decisions scrutinised
more vigorously, and our outcomes measured more tangibly. Apart we will fail, together we will succeed, at a time when English
sport is riding high and an Olympic bid is on the horizon.
So here the journey begins, some will say they have walked this path before and will remain doubtful until the end is reached. For
others this is a new path, and sport will be a new companion. Naturally, there will be challenges along the way and leadership will
be paramount, as will communication.
A common language will help new partners share the vision and open their eyes to the benefits of sport and active recreation.
Ultimately we want everyone to start, stay and succeed in the East of England.
Nigel Farraw

9. of the progress we are making in sport and active recreation. There is an obvious link
between monitoring and promotion; where best practice exists we should promote it,
both regionally and nationally. Through these means we must promote how sport can
add value across a range of partners’ sectors.
Through the regional seminars our partners told us that the East Regional Sports Board
should promote its role as an advocate for sport and active recreation, especially where
cross-sector partnerships have been identified. The Board will encourage investment into
sport from the private sector, especially where there are clear benefits to community
sport for hard-to-reach groups, and where innovation is particularly evident, encouraging
a multi-sport approach, and engaging the elderly.
LEGISLATION AND REGULATORY CHANGE
[3] We will maximise the investment into sport and active recreation
through the land-use planning system.
EXAMPLE Use the section 106 planning obligations to secure direct investment into sport
in designated regional growth areas such as The Thames Gateway and M11 Corridor.
Feedback from the regional consultation focused on the need to create the environment
within which sport can make a difference. The top priorities identified relate less to direct
legislation, and more to fiscal measures, the planning system, and removing ‘red tape’ for
sporting organisations.
We must ensure that sport benefits from Regional
Planning Guidance (RPG14) (and the Regional Spatial
Strategy which will replace RPG 14) and can prosper
from the land-use planning system. At sub-regional level
we must ensure that RPG14 enables sport to flourish in
newly built facilities and activity environments. As Local
Development Frameworks (LDFs) emerge, stakeholders
are to be encouraged to take responsibility for ensuring
sport and active recreation is fully integrated and seen
as ‘common ground’, with wider access in stronger and
safer communities.
We have to be smart - using section 106 obligations,
making sure that every opportunity is taken to secure
direct investment into sport and active recreation in new
developments, particularly major growth areas as
identified in the Sustainable Communities Plan. Working
with regional partners such as the Environment Agency
and the Countryside Agency, we will look to create
innovative activity environments making the most of rich
regional assets such as the Norfolk Broads and the
Suffolk wetlands.
For its part, Sport England will vigorously maintain its
statutory role, continuing the protection of playing fields
across the region; and will continue to invest in the
enhancement of existing, and provision of new facilities,
favouring a multi-sport approach; and will encourage a
stronger link between elite sport provisions through
National Governing Bodies with community sport.
Sport has begun to modernise with new structures
emerging. The drive for more local ‘needs-led’ decision-
making should be at the forefront of any investment,
and promoting the value of sport within Local Strategic
Partnerships is key as they will be pivotal in the creation
and delivery of community plans in the future.
QUALITY AND IMPROVEMENT
[4] We will have a culture of continuous improvement in the planning, delivery
and evaluation of sport and active recreation through the introduction of quality
assurance standards and promotion of good practice.
EXAMPLE Work with local authorities to ensure that significant numbers gain the ‘Towards
an Excellent Service’ standard. Also working with sports clubs and encouraging the take-up
of ‘Clubmark’.
[5] We will create a best practice forum to recognise, showcase and celebrate
the value of sport and active recreation through innovation and creativity.
EXAMPLE We will in the future, facilitate seminars that bring together ‘beacon’ agencies to
share examples of best practice, for example, successes in raising participation in low
participation groups.
[6] We will build quality and capacity into the professional and volunteer
workforce through improved professional development and training
opportunities.
EXAMPLE Improve the continuous professional and volunteer development, through
increased training opportunities, and utilising new investment through the Sector Skills Council
(Skills Active UK).
From the analysis of the regional seminars, there was a widespread
view from regional partners that there should be a clear priority for
improving the way we do things, making sure that investment and
resources are targeted in a co-ordinated fashion, and focused on
what works best to achieve this goal. Feedback focused on the need
for standardisation of performance indicators, consistent and co-
ordinated collection of data on sports participation, and self-
assessment to create a culture of improvement across the sports
sector. Typical of the feedback received were comments such as
‘rewarding achievement and encouraging risk taking’ through to
‘withdraw funds from those who don’t achieve’.
We do, however, live in an age when there is so much choice for
individuals to decide how they spend their limited free time. The
quality of the delivery agents becomes key and we must ensure that
participants get the best experience in sport and active recreation so
they continue to participate time and time again, and for us to take
responsibility for show-casing the best examples.
“Progress depends on
the unreasonable man”.
George Bernard Shaw.
“Happiness is a full use of your powers
along lines of excellence”. Plato.Simon Finlay, Archant.
15
16

10. Recognition is a key driver for pursuing quality accreditation, and
where links can be made to improved health or increased
productivity in the workplace, especially where these can be
attributed to sport and active recreation, the sector will benefit
as a whole.
Using benchmarks such as QUEST we should be able to
promote a culture of continuous improvement for leisure providers
improving the planning, delivery and evaluation of sport and promoting
good practice widely. Suggestions from the seminars have included
the development of ‘a best practice forum’ helping sports providers
recognise and share good practice. Model policies already exist
around child protection, ethics and equity, and clubs of excellence
are rewarded with a prestigious Clubmark. Also for consideration is
performance-related funding for sports clubs linked to
participation by target groups and retention.
Time and time again we hear that volunteers are the
backbone of sport. We must all make a concerted effort to
recognise and reward volunteers. We should promote
the good work they do, offering improved training
and self-development opportunities and
providing real gratitude and recognition for
volunteers and professionals who make sport
and active recreation happen. To translate
policy into practice we must strive to improve the
quality of training available to the workforce in sport and active recreation, ensuring
that training providers are also able to meet the needs of trainees.
A preliminary step would be to collect baseline data on the sports workforce to
enable suitable workforce development planning. Working with the East of England
Development Agency (EEDA) and Skills Active UK to ensure there is opportunity for
individuals to develop through a better co-ordinated career pathway.
We also want to maximise and promote the quality of the workforce and feel
confident they can deliver sport and active recreation in a way that encourages
others. Where professional registers exist, for example, Register of Exercise
Professionals (REPs) and the Coach Management Information System (CMIS),
we want users to feel confident about the quality of service they will receive.
17 18
STRUCTURES AND PARTNERSHIPS
[7] We will have a fully co-ordinated sports development system with delivery led by County
Sports Partnerships, School Sports Partnerships and National Governing Bodies.
EXAMPLE Establish County Sports Partnerships ensuring core plans deliver Sport England objectives linking
school sport, NGB Whole Sport Plans and community sport.
[8] There will be greater opportunities for low participation groups through the promotion of
effective partnerships and targeted communication.
EXAMPLE Highlight effective practice of joint-agency work, for example, piloting and testing new opportunities
for low participation groups, such as GP referral for physical activity for black and ethnic communities.
Game Plan called for reform, and for sport to get its act together. Sport England has started this reform process and
is looking for more effective delivery through priority sports and local communities, and through the creation of
effective partnerships at every level to deliver for and through sport. There is an emerging structure for sport, creating
effective partnerships for strategic development, delivery and ‘joined up’ working with health, education and other
sectors. Our partners, through the regional seminar analysis, have asked us to ensure that the structure is
implemented effectively and resourced appropriately through an agreed agenda, helping people to start, stay and
succeed in sport at every level.
The East Regional Sports Board has lead responsibility for developing partnerships across the region, using the East
of England Plan for Sport as a launch pad, securing investment, and working with local partners to deliver sport. The
East Regional Sports Board will now focus on strengthening sport in our region through capacity building and
securing investment from key regional agencies, optimising partnerships and evidencing the value of sport.
County Sports Partnerships have a particular focus on helping people to stay in sport, working to build up and
sustain a dynamic network of clubs, coaches, volunteers and competitive opportunities. The partnerships have
committed funding from Sport England to 2009, and will seek to add value and make the connections between
national planning and local delivery linked to National Governing Body Whole Sport Plans and sportscoach UK’s ‘UK
Vision for Coaching’. Sport England will be working closely with each partnership to develop effective plans to lead a
sustainable single approach to sport by 2007.
Through the development of partnerships we will ensure there is the capacity to meet the needs of new participants
from across all sectors, such as the ageing population and health. This is naturally linked to facility provision, and
where educational facilities can be utilised, a natural continuum can be created between schools, colleges and clubs,
effectively doubling the provision and helping address issues such as rural access.
The levels of physical activity in our
region are amongst the highest in the
country [37%] and whilst this is
encouraging, these numbers are still a
long way from the Government target
of 70% by 2020. At national level, the
Government has established the
Activity Co-ordination Team (ACT) to
join up policy-making, investment and
delivery. ACT will be responsible for
co-ordinating activity through nine
Government departments and key
national agencies and will drive
forward radical change to increase
and widen participation within sport
and physical activity.
“Anyone contemplating a sedentary life should first check with
their doctor to see if their health can stand it.” Professor P O Astrand.

11. 19 20
INNOVATION AND DELIVERY
[9] We will strengthen the London 2012 Olympic and Paralympic bid in the
East of England through focused activity and promotion.
EXAMPLE Promote the bid through campaigns to various sectors in the east, raising the
profile and capturing volunteer interest, such as a cultural campaign.
[10] We will increase participation in the region’s isolated rural communities
through innovation and creativity.
EXAMPLE Test new approaches to rural isolation (Rural Activity Partnership), for
example, the partnership between Sport England and the Forestry Commission,
Countryside Agency, Rural Action East.
[11] We will maximise the role of education by increasing participation
through the support of the PESSCL project and the promotion of greater
community use of educational facilities.
EXAMPLE Encourage educational establishments to open their doors to the public
outside of curriculum hours, and facilitate partnerships with the private sector.
[12] We will increase participation in wider forms of active recreation and
sport, such as X-treme sports, utilising innovation, promotion and support.
EXAMPLE County Sports Partnerships and other community providers to promote a
wider variety of active recreation, not just traditional sports.
[13] Opportunities will be increased for people to participate in sport and
active recreation in their sports club, school, workplace or home through
better access and improved understanding.
EXAMPLE Promote and recognise that active recreation can take place in a wide range
of environments, promote family activity at home (walking to work/school initiatives).
Preparation for the 2012 Olympic and Paralympic Games is already underway, as a region
we should lend as much support as possible to bringing the Games to Britain. The socio-
economic impact and legacy of the Games is legendary, and it’s for us to promote its value
to other sectors in our region and use it as a catalyst for lasting cultural changes in
participation and national pride.
Sport has to take the ‘needs-led’ approach to heart and become more ‘customer facing’,
painting new scenarios for the future and keeping track of its customers to provide special
targeted offers. Sport has to become a modern ‘product’, with a social and health ethos
that fits comfortably alongside other modern leisure provision and exploits joint marketing
opportunities, especially to those under-represented in sport. To achieve this, there is a
need for a long-term culture shift, in the development and operation of sports facilities, in
the development of multi-sport and activity environments and the use of new technology.
Evidence from around the world suggests that local innovation is fundamental to increasing
and widening the base of participation. A key priority from the regional seminars was the
creation of a network of multi-activity/multi-sport centres - an environment for sport with
strong marketing and image promotion, linking to, and receiving support from, other
community facilities. We are fortunate to now have devolved
decision making on funding through the East Regional
Sports Board. This will allow greater flexibility and innovation
for trying new ideas; suggestions that are innovative and
different, ‘needs-led’ demonstration projects, if you like, a
golden age for sports development visionaries and
entrepreneurs.
The Framework for Sport suggests more emphasis on multi-sport environments (indoor and outdoor),
modern social venues with ease of access. As part of the culture and possible identity of the East of
England, this could include investment in greater cycling provision through cycle-lanes and the
development of safe walking spaces linking to community safety and the involvement of the police.
There is no escaping the fact that the region is predominantly rural with access being a major issue.
There simply isn’t enough funding to build facilities on everyone’s doorstep. We can however, be
smarter about where we do invest through improved mapping and needs analysis. We can also be a
lot smarter about what facilities exist already. We should be encouraging (and incentivising) more
schools to open their doors to their communities. The proposed Private Finance Initiative (PFI) and
‘Building Schools for the Future’ are golden opportunities to improve sport in schools and community
access to school sites. Working with education partners we want to see sport and active recreation as
part of the ‘Extended Schools Programme’ and establishing strong school-club links through the
support of the PESSCL Project (Physical Education, School Sport and Club Links – DfES/DCMS).
A big message for us is the need for a community-oriented approach in line
with much of the thinking behind ‘community development’. Sport Action
Zones and other community-based sports projects have adopted this new
approach, creating a working environment that listens to local partners,
adopting a ‘needs-led’ approach.
Our region has an abundance of natural assets and great ecological beauty.
Countryside sport and outdoor activity are important contributors to regional
tourism and the rural economy, particularly in more remote areas where
opportunities for diversification and enterprise may be limited. Many
opportunities exist for better co-ordination of the planning, promotion,
marketing and delivery of the countryside and for the provision of new
activity environments in community forests, waterways and coastline. Making
the most of these assets and linking to the urban-fringe of the larger towns,
greater provision should be made for X-treme and informal activities, such as
scooters, blades and boards.
“Never eat more than you
can lift.” Miss Piggy.
Owen Hines, Evening Star Ipswitch.

12. STRATEGIC PLANNING AND RESEARCH
[14] We will develop a comprehensive evidence base that will be used to measure and promote
the value of sport and active recreation.
EXAMPLE Embrace innovation, test new concepts, measure the results, and promote success.
The need for a new approach to strategic planning was high on the agenda at the regional seminars, with a call for
evidence to be standardised around the value of sport for educational results, economic benefits, health, social
inclusion and social capital, national pride and achievement, crime and community safety, and cost benefits. There
is a need for robust baseline data on participation rates, better understanding of barriers to participation and more
information on local demographics linked to participation as part of the ACT strategy. The overriding message was
for study methods to be consistent, comparable and standardised, with evidence collected in planned cycles.
Stakeholders agreed that performance indicators at all levels should be clearly defined and consistent, with agreed
targets and benchmarks, and links should be established with FE/HE research communities to share data and co-
ordinate findings, led by Sport England.
Sport England is taking the lead to develop a new, comprehensive facilities database called ‘Active Places’, as a
strategic planning tool for sport, as a source of public information on sports and sports facilities that will encourage
non-participants to become active.
A key criticism from Game Plan was that insufficient evidence existed to make a case for sport, something that is
vital as future Lottery income is uncertain beyond 2009. Coupling this with the Government’s target of increasing
participation to 70% by 2020, we really need to learn what are the motivations and attitudes of non-participants, so
we are able to engage them effectively and to provide information on participation levels.
Monitoring and evaluation are critical at every
level of delivery. The DCMS is accountable to
the Treasury through PSA (Public Sector
Agreements) targets, Sport England is
accountable to the DCMS, and all recipients of
Sport England funding will also be
accountable. Monitoring is not just about
tracking projects but intervening positively to
ensure the most efficient and cost-effective
use of funds. Evaluation ensures outcomes
and targets have been met and will provide
evidence to the top of the chain ensuring
greater future investment for sport.
What we MUST do!
At a time when investment into sport from the Government and from National Lottery
has incrementally decreased over the past few years, we MUST ensure that future
funding decisions are taken in the full knowledge that sport and active recreation are
delivering against the targets identified in Game Plan.
We MUST increase participation rates in sport and active recreation by 1% year
on year, working towards the Government’s target of 70% by 2020.
As participation numbers have remained static over the past few years (despite
National Lottery investment), we MUST now think and act differently. We MUST
take the best practice from what has gone before and combine it with new innovative
approaches to delivery, looking for a step-change in the way the sporting culture
exists in England.
We MUST build comprehensive monitoring and evaluation into the delivery of sport
and active recreation across the East of England. We MUST be able to evidence
changes against the seven main outcomes identified in the Framework for Sport in
England.
Once we have good evidence about sport, we MUST market and promote it, as
widely and as high as we can. With a Rugby World Cup win and a current Olympic bid
the opportunities have never been so great. As well as promoting sport we are
promoting ourselves and want to show the world our passion, enthusiasm and
commitment.
“Along with increasing social inclusion, and promoting a healthy lifestyle, sport
really can be an effective tool to tackle anti-social behaviour, and give people an
opportunity to express themselves in something that they may be good at and
enjoy, and also give them a sense of worth."
Lisa Colby, Leisure Officer, Southend-on-Sea Borough Council.
21 22
Simon Finlay.

13. CHAPTER 5
MAKING
IT HAPPEN
“There is no limit to the good you can do if you don't
care who gets the credit”
GEORGE S. MARSHALL,
AMERICAN CHIEF OF STAFF DURING WWII
The Value of Sport
The role and value of sport to meet wider social objectives has never been as
important as at the present time.
Sport can, and does, make a significant impact upon the quality of life and the
sense of community. The direct gains to sport through increased levels of
participation and performance of our clubs and representative teams can also
indirectly influence wider social agendas such as crime, health, regeneration and
renewal, social exclusion and inequality.
Traditional partners such as National Governing Bodies of Sport, Clubs and Local
Authorities have been involved in the development of sport per se, but there is a
growing acceptance that we need to develop an approach to engaging additional
key agencies whose primary service may not be sport but these wider issues.
The direct aims of increasing
participation in sport and active
recreation and making a sustainable
impact upon wider social agendas
cannot be done in isolation. This plan
presents a timely reminder that
widening the range of opportunities can
best be achieved through partnership.
There are many examples across the
region where sporting partners are
already working strategically and locally
to engage non-sporting partners who
have a significant role to play
addressing both direct sporting
objectives and a wider social agenda.
These include government agencies,
education, the voluntary sector, health,
sporting agencies, the private sector
and the media.
The following snapshot gives an
overview of key partners and the
sectors they represent.
Government Office for the East of England – GO-East
Caroline Bowdler, Regional Director, Government Office for the East of England (GO-East)
said, “the Government Office for the East of England recognises the impact of sport on the
lives of individuals and communities in this region. Sport is good for everyone’s health. It
helps young people develop physical skills and life skills, and it brings communities
together.
Sport has a major role to play in helping the East of England achieve its ambitions for
growth and regeneration. GO-East welcomes the East of England Plan for Sport as a key
strategy for the region.”
GO-East is based in Cambridge and works to promote and implement government policy in
the East of England, focusing on economic and social issues. It has a strategic advisory and
funding responsibility. Sport England and key partners are working ever more closely with
GO-East in developing a co-ordinated approach to using sport as a tool to address issues such
as social exclusion, regeneration and rural issues through investment into targeted areas, using
initiatives such as New Deal For Communities and Neighbourhood Pathfinders.
GO-East also plays an important role in promoting the Government’s planning policy agenda,
and in the East of England a key objective is to deliver the major new growth areas proposed in
the Sustainable Communities Plan (2003) for the Thames Gateway, M11 Corridor and Milton
Keynes - South Midlands (which includes the Bedford and Luton/Dunstable areas).
Sport England is one of several regional agencies that will work with GO-East to ensure that the
new communities are developed with full supporting ‘social infrastructure’, including adequate
formal and informal sport and recreation opportunities.
In a statutory role, Sport England liaises closely with GO-East with regard to development
proposals affecting playing fields, in particular where a Sport England objection results in the
proposal being referred to the Government Office under the provisions of the Town and Country
Planning (Playing Fields) (England) Direction 1998.
Examples of joint working:
Two regional conferences aimed at showcasing the Value of Sport in renewal and regeneration.
Worked to support the implementation of the Fenland Neighbourhood Pathfinder Regeneration
Project in rural Fenland, working in partnership with Sport England East and Fenland District
Council to maximise local gains for sport through this investment programme.
www.go-east.gov.uk
Steve Bainbridge, Essex County Newspapers.
Michael Hall - East Anglia Daily Times
23 24

14. 25 26
East Of England Development Agency –
EEDA
David Marlow, Chief Executive, East of England Development Agency
(EEDA), said: "We welcome a strategy for the development of sport in the
region as it plays an important part in the economic progress of the East of
England.”
"Ensuring that people have access to a range of good sporting facilities, in
terms of both participation and as a leisure option, is also important for the
sustainable development of our communities."
EEDA is primarily responsible for the development of the regional economy.
EEDA has significant investment responsibilities, working to support the
economic and social development of the east region. EEDA works
strategically to fund the development of sub-regional partnerships through
bodies such as Local Strategic Partnerships, Local Economic Partnerships
and the regional Market Town infrastructure. EEDA has recently launched
two significant investment programmes aimed at addressing social and
economic capacity at a regional and sub- regional level, namely Rural
Renaissance and Investing In Communities. These significant
investments present an opportunity for sport to work in
partnership at a regional and sub-regional level to service the
aims of these programmes. EEDA also supports the Regional
Assembly in the development of the Sustainable Development
Framework for the region.
The East of England Regional
Assembly - EERA
Brian Stewart, Chief Executive, East of England Regional
Assembly (EERA) said "the East of England Regional Assembly
warmly welcomes the East of England Plan for Sport. The
Assembly recognises the enormous benefits that sporting activity
can make to both physical and mental health and wellbeing of
individuals and communities. It looks forward to working with
Sport England, local authorities and other partners to develop
sport in the East of England region."
EERA’s purpose is to promote the economic, social and
environmental well-being of the region, in accordance with the
needs of sustainable development, in the interests of all those
who live and work in the region through a partnership of elected
representatives and representatives of other regional interests.
Examples of joint working:
Working together with sport and local partners to fund several local infrastructure
projects created to drive up participation amongst priority groups. These include a
5-year investment programme in Fenland focusing on sport and physical activity for
women and girls and rural communities. Funding for the project allows the
employment of an officer and a development budget. This work concentrates on
building local capacity through increased skills and knowledge, structures and
clubs in areas where transport and access is limited.
Supporting regional research into Black and Minority Ethnic sport in partnership
with Sport England and MENTER (The East of England Black and Minority
Ethnic Network).
www.eeda.org.uk
www.menter.org.uk
Examples of joint working:
Sport has worked in alliance with EERA in the production of the Regional Social
Strategy; in particular, looking at the role sport can play upon wider social agendas
such as health, community regeneration, crime diversion and education in areas of
great need. This document will reflect the contribution sport makes through
demonstrating models of good practice from existing infrastructure projects,
together with suggesting ways in which strategic alliances can work long-term to
address social exclusion, using sport as a tool for change.
www.eera.gov.uk
Mathew Power

15. 27 28
The East of England Public Health Group - EEPHG
Gina Radford, Regional Director of Public Health, East of England Public Health
Group, said; “ In the Chief Medical Officer’s new report, At Least Five a Week, he has
stressed that adults must undertake moderate exercise for 30 minutes at least five
times a week and children needed to exercise for an hour every day. While this can be
part of everyone’s daily routine we look forward to working with Sport England to
promote more opportunities for people to become active”.
EEPHG is actively working to meet the public health agenda in the East of England
and its mission statement is: Championing Health for the East of England.
EEPHG will collaborate with GO-East colleagues and regional agencies to promote an
Investment For Health approach and supports an integrated approach to economic,
social, environmental and health development within the region. It ensures public
health issues are addressed in the regional and national implementation of The
Sustainable Communities Plan and contributes to the delivery of other Department’s
Public Service Agreements targets. EEPHG will work with the East of England
Regional Assembly to develop a Regional Health Strategy.
The Countryside Agency
The Countryside Agency is the statutory champion and watchdog
working to make the quality of life better for people in the
countryside.
The Countryside Agency regional office in Cambridge works to
improve access to and from the countryside through investment into
local infrastructure and addressing issues such as limited local
services in rural areas (poor transport, poor facilities, limited
knowledge and skills).
The Countryside Agency focuses its efforts on addressing the health
and social well-being of rural communities and is a key partner for
sport and active recreation in addressing rural issues. The
Countryside Agency invests in sub-regional bodies such as County
ACREs (Action with Communities in Rural England) or Rural
Community Councils to address its aims and objectives and is also
a key partner in developing Market Town Partnerships.
Examples of joint working:
Great Yarmouth Primary Care Trust (PCT) is one of nine pilots in a
national programme called LEAP (Local Exercise Action Pilots) and
is focusing on a community ‘way – marked’ walking programme, a
weight management programme of physical activity and diet control
and specialist instructors involving people within their own
communities. The project is based on a network of strong local
partnership led by the PCT and went ‘live’ in January 2004.
Work is underway between Sport England and the East of England
Public Health Group to set up a Physical Activity Forum. This group
will be made up of representatives from departments in the
Government Office, Regional Development Agencies, leisure services
and voluntary sectors. It will develop and deliver an evidence based
physical activity plan for the region and monitor its progress.
www.go-east.gov.uk/partnerships/public_health_group
Department For Environment,
Food & Rural Affairs (DEFRA)
DEFRA East is based in Cambridge and works to
achieve sustainable and thriving rural economies, and
to protect and enhance the natural and cultural
heritage characterised by generally low lying farmland
and coastal features, in order to strengthen the
distinctive character and economy of the East of
England.
Sport England East and partners have worked with
DEFRA as part of the Rural Development Programme
(RDP), which has funding until 2006 to address access
to sport in rural areas. The programme has a key focus
for building thriving social environments and improving
the quality of life.
Examples of joint working:
Working closely with Sport England East and partners to develop
a farm ‘sports’ diversification programme in North
Cambridgeshire. Farm diversification involves changing the use
of land and disused buildings to benefit enterprise and
community life.
www.defra.gov.uk
Examples of joint working:
Research commissioned into rural sport and active recreation
in the East of England through officer support, advice, evidence
and funding.
Developing a pilot sport and physical activity programme for young
people in rural Norfolk and Suffolk. The Countryside Agency’s is
investing its resources into this area to increase participation and to
build local capacity.
www.countryside.gov.uk

16. 29 30
Living East
Living East is the Regional Cultural Consortium in the East of England
and is charged with using the power and potential of culture in its widest
sense to improve all aspects of people’s lives. Its vision is “to put culture
at the heart of the region’s life”.
Sport England is a key member of Living East and works in partnership
on a number of key projects. Examples would be the development of a
Regional Cultural Skills Development Plan or the development of
standardised approaches to data collection for the sporting and cultural
sectors.
Examples of joint working:
Sport England has worked closely throughout 2002-03 with Living East
in the production of draft Regional Planning Guidance for the region
(RPG14), which will be published in Autumn 2004. This holistic
approach to producing guidance covering all strands of the cultural
sector ensures that sport and physical activity is seen as a key
component in raising the quality of life for the region’s residents and
visitors, in line with the Regional Cultural Strategy produced by Living
East in 2001.
www.livingeast.org.uk
Regional Lottery Forum
The Regional Lottery Forum brings together the regional Lottery distributors.
Joint work through this group involves a joined up approach to the
development of work in priority areas, work on joint promotional strategies
and to act as a joined-up lobby for the work of the Lottery in the region.
CHAPTER 6
TIME FOR ACTION!
‘We have to be more reactive, dynamic and innovative
but without losing sense of our strategic direction’
Putting aside the perverse conflict in the above statement the sentiment is spot on. We have absolute clarity of what the
Government wants us to achieve by 2020. We have devolved responsibility for funding and decision-making at regional
level through our Sports Board. Now all we have to do is make it happen, not withstanding the excellent work that has
happened in the past, it’s time for action.
To achieve the targets set out in Game Plan, sport will have to engage with a new range of partners. Anyone reading this
document has already expressed an interest in sport and active recreation. We want you to understand and promote the
benefits that sport can bring, from children playing at school, teenagers skateboarding at their parks, to weary adults trying
to keep fit. No one can deny the pride they have felt when England won the World Cup, not just the rugby in 2003, but as
far back as the football in ’66. We all have our favourite sporting memory, Ian Botham’s heroics at Headingley, Sir Roger
Bannister’s mile, Tanni Grey-Thompson’s Paralympic medal haul of 13, Sir Steve Redgrave achieving his fifth Olympic gold.
For Sport England’s part, if the East of England Plan for Sport sets out what we are going to do between now and 2008,
the Annual Business Plan will set out how we are going to do it, when we are going to do it and whom we are going to do
it with.
Sport England is already working on a Regional Communications Plan, which will enable a more consistent
and comprehensive approach to information gathering and sharing, not least through the development of a
regional sports observatory.
Monitoring and evaluation and identified resources will allow the Sports Board to act quickly and deliberately,
speeding up decision-making based on evidence, good practice and need. Annually, the Sports Board will
hold a public meeting to report on progress and to address issues from partners and customers.
The rest they say is simple! - to make England the most active and successful sporting nation in the world.
It’s time to stop the navel-gazing and time to understand we all want sport to flourish and prosper
in our region. We want partners to appreciate the added value sport can bring. We want to be
seen as serious, as professionals and as experts. Collectively, little can stop us – so now
it really is time for action.
“True sport is always a duel; a duel with nature, with
one’s own fear, with one’s own fatigue; a duel in which
body and mind are strengthened.”
Yevgey Yevtuskenko.

17. 31
32
Appendix One Appendix Two Acknowledgements
The East Regional Sports Board would like to acknowledge the following for their contribution to the East of England Plan for Sport through their
attendance at the Cambridge Seminars in June and September 2003 and the Newmarket Seminar in February 2004 along with many others not listed
who also contributed to the Plan.
Added Value PR Limited
Age Concern England
All England Netball Association
ALPHA (Access to Learning for
the Public Health Agenda)
Amateur Athletics Association
Amateur Rowing Association
Amateur Swimming Association
Awards for All
Babergh District Council
Badminton Association
Bedford Healthy Living Initiative
Bedford Primary Care Trust
Bedfordshire Rural Community
Council
Bedfordshire Sports & Hockey
Centre
BHF National Activity Centre
Breckland Leisure Centre &
Waterworld
British Canoe Union
British Cycling Federation
British Gymnastics
British Judo
British Triathlon
Broadland District Council
Broxbourne Borough Council
Cambridge City Council
Cambridge University
Cambridgeshire Cricket
Development Office
Cambridgeshire Football
Association Ltd
Castle Point Borough Council
Chelmsford Borough Council
Colchester United Community
Sports Trust
Community Fund
Community Renewal
Network East
Countryside Agency
COVER (Community and Voluntary
Forum for the Eastern Region)
Creating Excellence
DEFRA (Department for
Environment, Food and Rural
Affairs)
Department of Health
East Cambridgeshire District
Council
East Cambridgeshire Healthy
Living
East of England Public
Health Group
East of England Regional
Assembly (EERA)
East Region Netball Association
Eastern Region Public Health
Observatory
EEDA (East of England
Development Agency)
EFDS (English Federation of
Disability Sport)
England Squash
English Basketball
English Hockey
English Institute of Sport – East
English Table Tennis Association
Epping Forest District Council
Epping Forest Primary Care Trust
Essex County Council
Essex County Cricket Club
Federation of Eastern Sport
Football Association
Football Foundation
Forest Heath District Council
Forestry Commission
GO-East
Gosling Sports Park
Great Yarmouth Borough Council
Greater Peterborough Primary
Care Partnership
Hertfordshire Rural Partnership
Hertfordshire County Council
Herts Sports Village
Hertsmere Borough Council
Institute of Public Health
Ipswich Borough Council
Lawn Tennis Association
Living East
Luton & Bedfordshire Healthy
Schools Partnership
Luton Borough Council
Maldon Primary Care Trust
MENTER (East of England Black
and Minority Ethnic Network)
Mid Bedfordshire District Council
MSA Motorcar Sports
New Opportunites Fund
Norfolk County Council
Norfolk Sports Alliance
North Norfolk District Council
North Norfolk Primary Care Trust
Norwich City Council
Norwich City Football Club Ltd
Norwich Union
Peterborough City Council
Peterborough Crime & Disorder
Partnership
Royston, Buntingford and Bishop's
Stortford Primary Care Trust
Rubgy Football League
Rugby Football Union
Rural Action East
Royal Yachting Association
South Cambridgeshire District
Council
Southend-on-Sea Borough
Council
sports coach UK – East
SportsAid Eastern
Sportsmatch
St Edmundsbury Borough Council
Stevenage Borough Council
Suffolk ACRE
Suffolk Coastal District Council
Suffolk County Council
Suffolk Learning & Skills Council
Suffolk Sports Partnership
Tendring District Council
Thames Gateway, South Essex
Partnership
The College of West Anglia
The Countryside Agency
The Ormiston Trust
Three Rivers District Council
Thurrock Council
University of East Anglia
Watford Borough Council
Waveney District Council
Welwyn Hatfield District Council
Welwyn Hatfield Primary Care
Trust
Youth Sport Trust – East Region
UK WIDE PRIORITY SPORTS:
Athletics, Swimming, Cycling, Rowing, Sailing, Canoeing,
Triathlon, Judo, Gymnastics, Equestrian
ENGLAND PRIORITY SPORTS:
Football, Tennis, Cricket, Rugby Union, Rugby League, Golf,
Hockey, Badminton, Squash, Netball
ENGLAND DEVELOPMENT SPORTS:
Basketball, Rounders/Softball/Baseball, Movement and Dance,
Table Tennis, Volleyball, Lacrosse, Outdoor Pursuits
(Mountaineering and Angling), Bowls, Karate, Boxing.

18. All settings
All settings
Community
Community
Workplace
Higher and Further Education
Primary and Secondary Schools
All settings
PRIORITY POLICY AREAS POLICY PROPOSALS SETTING RELEVANT DRIVERS RELEVANT OUTCOMES MAIN STAKEHOLDERS
2004-2008 (INCREASING PARTICIPATION IN SPORT AND
ACTIVE RECREATION IS A COMMON
OUTCOME FOR ALL POLICY AREAS)
[1] That sport will contribute to a 1%
year on year increase in participation
across the region through a “30
minutes a day” campaign.
EXAMPLE Develop working relationships
with key regional media (inc. BBC, Anglia
TV, radio, daily newspapers) sharing joint
promotion of the 30 minutes a day
campaign, working with Anglia TV
promoting ‘Britain on the Move’.
[2] That we will achieve an effective
communications hub recognising
different market needs through the
creation of a robust communications
and marketing network.
EXAMPLE Create a Regional
Communications Plan to develop systems
for better communication, for example,
continuing the success of the monthly email
update and moving towards more targeted
subscriber-based updates and targeted
marketing to different audience groups.
[3] We will maximise the investment
into sport and active recreation
through the land-use planning
system.
EXAMPLE Use the section 106 planning
obligations to secure direct investment into
sport in designated regional growth areas
such as The Thames gateway and
M11 Corridor.
[4] We will have a culture of continuous
improvement in the planning, delivery
and evaluation of sport and active
recreation through the introduction of
quality assurance standards and
promotion of good practice.
EXAMPLE Work with local authorities
to ensure that significant numbers gain
the ‘Towards an Excellent Service’
standard. Also working with sports
clubs and encouraging the take-up
of ‘Clubmark’.
[5] We will create a best practice
forum to recognise, showcase and
celebrate the value of sport and
active recreation through innovation
and creativity.
EXAMPLE We will in the future, facilitate
seminars that bring together ‘beacon’
agencies to share examples of best
practice, for example, successes in raising
participation in low participation groups.
Sport England, Local Authorities, County
Sports Partnerships, sports organisations,
event organisers, private fitness industry,
regional and local media partners (inc.
BBC, Anglia TV, daily newspapers).
Sport England, Local Authorities, EEDA,
GO-East, scUK, County Sports
Partnerships, sports organisations, Local
Strategic Partnerships, Primary Care
Trusts, event organisers, private fitness
industry, regional and local media partners
(inc. BBC, Anglia TV, daily newspapers).
Sport England, Local Authorities, Local
Strategic Partnerships, GO-East, EEDA,
ODPM, Private Sector, County Sports
Partnerships.
Sport England, County Sports
Partnerships, scUK, ILAM, ISRM, Local
Authorities, NGBs.
Sport England, Local Authorities, Local
Strategic Partnerships, all those in receipt
of funding.
Ageing Population
Time Pressures
Well-being and Obesity
Utilising Education
Variations in Access
Volunteers and Professionals
Levels of Investment
Variations in Access
Volunteers and Professionals
Time Pressures
Levels of Investment
Variations in Access
Levels of Investment
Utilising Education
Variations in Access
Volunteers and Professionals
Ageing Population
Time Pressures
Well-being and Obesity
Utilising Education
Variations in Access
Volunteers and Professionals
Widening access
Improving health and well-being
Creating stronger and safer communities
Benefiting the economy
Widening access
Improving health and well-being
Improving education
Benefiting the economy
Widening access
Improving health and well-being
Creating stronger and safer communities
Benefiting the economy
Improving levels of performance
Widening access
Improving levels of education
Improving levels of performance
Widening access
Improving health and well-being
Improving education
PROMOTION AND MARKETING
LEGLISLATION AND
REGULATORY CHANGE
QUALITY AND IMPROVEMENT
33 34
Appendix Three: East of England Plan for Sport summary.

19. Community
Workplace
Higher and Further Education
Primary and Secondary Schools
All
All
Community
Workplace
Higher and Further Education
Primary and Secondary Schools
Community
Workplace
Higher and Further Education
Primary and Secondary Schools
PRIORITY POLICY AREAS POLICY PROPOSALS SETTING RELEVANT DRIVERS RELEVANT OUTCOMES MAIN STAKEHOLDERS
2004-2008 (INCREASING PARTICIPATION IN SPORT AND
ACTIVE RECREATION IS A COMMON
OUTCOME FOR ALL POLICY AREAS)
[6] We will build quality and capacity
into the professional and volunteer
workforce through improved
professional development and
training opportunities.
EXAMPLE Improve the continuous
professional and volunteer development,
through increased training opportunities,
and utilising new investment through the
Sector Skills Council (Skills Active UK).
[7] We will have a fully co-ordinated
sports development system with
delivery led by County Sports
Partnerships, School Sports
Partnerships and National Governing
Bodies.
EXAMPLE Establish County Sports
Partnerships ensuring core plans deliver
Sport England objectives linking school
sport, NGB Whole Sport Plans and
community sport.
[8] There will be greater
opportunities for low participation
groups through the promotion of
effective partnerships and targeted
communication.
EXAMPLE Highlight effective practice of
joint-agency work, for example, piloting and
testing new opportunities for low
participation groups, such as GP referral for
physical activity for black and ethnic
communities.
[9] We will strengthen the London
2012 Olympic and Paralympic bid in
the East of England through focused
activity and promotion.
EXAMPLE Promote the bid through
campaigns to various sectors in the east,
raising the profile and capturing volunteer
interest, such as a cultural campaign.
[10] We will increase participation in
the region’s isolated rural
communities through innovation and
creativity.
EXAMPLE Test new approaches to rural
isolation (Rural Activity Partnership), for
example, the partnership between Sport
England and the Forestry Commission,
Countryside Agency, Rural Action East.
Improving levels of performance
Widening access
Creating stronger and safer communities
Improving education
All
All
Ageing Population
Well-being and Obesity
Levels of Investment
Utilising Education
Volunteers and Professionals
Ageing Population
Time Pressures
Well-being and Obesity
Utilising Education
Variations in Access
Improving levels of performance
Widening access
Creating stronger and safer communities
Improving education
All
Widening access
Improving health and well-being
Creating stronger and safer communities
Improving education
Improving levels of performance
Widening access
Improving education
Benefiting the economy
Widening access
Improving health and well-being
QUALITY AND IMPROVEMENT
STRUCTURES AND
PARTNERSHIPS
INNOVATION AND DELIVERY
35 36
Sport England, Skills Active UK, Learning
Skills Councils, County Sports
Partnerships, NASD, Connexions, CCPR,
NGB, COVER, ERSDA, and EEDA.
County Sports Partnerships Network, All.
Sport England, County Sports
Partnerships, Local Strategic
Partnerships, Youth Sports Trust, Local
Authorities, WSF, Primary Care Trusts,
CVS.
Sport England, Local Authorities, EEDA,
GO-East, scUK, County Sports
Partnerships, UK Sport, event
organisers, NASD, private sector,
ERSDA, regional and local media
partners (inc. BBC, Anglia TV, daily
newspapers).
Sport England, SUSTRANS, Countryside
Agency, Local Strategic Partnerships,
National Parks, Forestry Commission,
Environment Agency, County Sports
Partnerships.

20. Community
Higher and Further Education
Primary and Secondary Schools
Community
All
All
PRIORITY POLICY AREAS POLICY PROPOSALS SETTING RELEVANT DRIVERS RELEVANT OUTCOMES MAIN STAKEHOLDERS
2004-2008 (INCREASING PARTICIPATION IN SPORT AND
ACTIVE RECREATION IS A COMMON
OUTCOME FOR ALL POLICY AREAS)
[11] We will maximise the role of
education by increasing participation
through the support of the PESSCL
project and the promotion of greater
community use of educational
facilities.
EXAMPLE Encourage educational
establishments to open their doors to the
public outside of curriculum hours, and
facilitate partnerships with the private
sector.
[12] We will increase participation in
wider forms of active recreation and
sport, such as X-treme sports
utilising innovation, promotion and
support.
EXAMPLE County Sports Partnerships and
other community providers to promote a
wider variety of active recreation, not just
traditional sports.
[13] Opportunities will be increased
for people to participate in sport and
active recreation in their sports club,
school, workplace or home through
better access and improved
understanding.
EXAMPLE Promote and recognise that
active recreation can take place in a wide
range of environments, promote family
activity at home (walking to work/school
initiatives).
[14] We will develop a comprehensive
evidence base that will be used to
measure and promote the value of
sport and active recreation.
EXAMPLE Embrace innovation, test new
concepts, measure the results, and
promote success.
Sport England, Local Education
Authorities, Youth Sports Trust, School
Sports Partnerships, Eastern Universities,
University College Sport (UCS),
County Sports Partnerships
Sport England, SUSTRANS, Countryside
Agency, Youth agencies, NGBs, Fitness
Industry Association, and Private Leisure
providers, County Sports Partnerships,
and outdoor activity agencies.
Sport England, Local Authorities, County
Sports Partnerships, event organisers,
private sector, health sector, regional and
local media partners (inc. BBC, Anglia TV,
daily newspapers).
Sport England, Living East, EEDA, EERA,
Regional Public Health Observatory, all
those in receipt of funding
Well-being and Obesity
Utilising Education
Variations in Access
Volunteers and Professionals
Ageing Population
Well-being and Obesity
Variations in Access
Volunteers and Professionals
All
All
Widening access
Improving health and well-being
Improving education
Improving levels of performance
Widening access
Improving health and well-being
Improving levels of performance
Widening access
Improving health and well-being
Creating stronger and safer communities
Improving levels of performance
Improving education
Benefiting the economy
INNOVATION AND DELIVERY
STRATEGIC PLANNING AND
RESEARCH
37 38