Luton playing pitch strategy 2014 2021 contents
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PART 3: A STRATEGIC FRAMEWORK FOR FACILITY IMPROVEMENTS3.1 Context The PPS sits within the context of Luton Borough Council’s Prospectus 2013-2016, in which three key priorities are identified, which include: ‘to ensure the most vulnerable in Luton are safe and supported,’ and ‘to better equip residents of all ages to get jobs through investment in education and training.’ Against this backdrop, the rationale for producing the strategy is that it will help to deliver on the broader agenda to increase participation in sport, which is key to improving health and wellbeing outcomes and which can also play an important role in the development of confidence and skills among individuals. The objectives of the strategy extend across multiple LBC departments and are summarised below:
The overarching strategy for sport in Luton is set out in The Strategic Vision for Sport and Physical Activity (2013). It is a corporate document of which the playing pitch strategy fits into. The vision ensures that the Council’s investment into sport effectively contributes to the authority’s overall outcomes. Beyond this, a vision for sport in Luton will provide:
Luton Due to the restrictions of green space in Luton there is a need for Luton’s parks and open space to be multifunctional and provide for the formal and informal recreational needs of the whole community which also includes important areas of habitat and historical interest. This is a major consideration in the context of providing playing pitches to service both formal and informal sport. Links to other strategies There are a number of related strategies developed by Luton Borough Council which have been adopted or are in the process of being developed, which are used to inform the Playing Pitch Strategy. They include:
As detailed in the Luton Borough Council Prospectus 2013-16, the backdrop to the development of the Playing Pitch Strategy is that for the next three years, the Council must manage on much less funding from Government than in the previous three years. Increased pressures are likely to flow from changes to welfare benefits, greater need for social care and a new duty to improve the public’s health. Within this context, a Playing Pitch Strategy for Luton must help to address health inequalities by seeking to promote participation in sport. The action plan must also take into account the considerable constraints on local authority budgets in the medium term, the practical consequences of which may include less intensive maintenance within Council operated parks. As stated in the Luton Local Plan, 2001 – 2011, Luton is now generally developed up to its administrative boundary and a central issue is the ‘extent to which the conflicting needs for various uses and facilities are to be balanced.’ In relation to a Playing Pitch Strategy, the use of land for formal sport must be set in the context of the other potential uses of green space and the need to protect and enhance the natural environment. Please refer to Appendix One for the full national strategic context for the PPS, including Sport England and NGB strategies. 3.2: PPS vision Building upon the Council and its partners priorities, the vision for the Playing Pitch Strategy is: Luton will provide a network of high quality outdoor sports facilities that are conducive to sustaining and increasing participation in sport and consequently helping to improve the health and wellbeing, employment and business of residents both now and in the future. This strategy will help in identification, and prioritisation, of outdoor sports that are of local and Borough-wide significance and guide the Council and its partners to work collaboratively (i.e., reduce duplication and competition), identify and use limited resources to optimum effect. 3.3: PPS aimsThe proposed vision is based upon clear and achievable aims (set out within the boxed text below). It is recommended that the following are adopted by LBC and its partners to enable it to achieve the overall vision of the Strategy:
To protect and enhance levels of outdoor sports facilities AIM 2 To aaddress issues of quality and management with regard to facility provision AIM 3 To maximise access to all outdoor facilities and in particular educational facilities AIM 4 To maximise investment into outdoor sports facilities |