Sport and Recreation Alliance (SRA) has published its new four-year strategy
Document outlines vision to showcase the social, economic and health benefits that sport and physical activity bring
Four key values identified in strategy include leading and supporting its members to be more diverse and inclusive
Plans include shaping the policy debate on sport and leading the debate on equality
The Sport and Recreation Alliance (SRA) has published its new four-year strategy, outlining its vision to showcase the social, economic and health benefits of physical activity.
Designed to steer SRA's work between 2021 and 2025, the strategy is built around four key strategic objectives.
1. Championing the economic, social, health and wellbeing benefits of sport and recreation
2. Protecting and promoting SRA members' interests as the independent voice of sport and recreation
3. Leading and supporting its members to be more diverse and inclusive
4. Helping SRA members to adapt to change and become more sustainable
The strategy also details how SRA plans to achieve each objective, identifying actions relating to each of the four goals.
These include shaping the policy debate on sport, leading the debate on equality and conducting original research in order to build up the evidence base showing how physical activity is a power for good.
Lisa Wainwright, SRA chief executive, said: "Our new strategy comes at a critical juncture for both society and our sector.
"The COVID-19 pandemic has simultaneously reinforced both the importance of sport, recreation and physical activity to the lives of individuals and communities but also how easily it can be taken away.
"Now, more than ever, we must work creatively and collaboratively to make the case for sport and recreation.
"In addition, the pandemic has brought home the real human cost of inequality. As a sector, we know all too well that more work is needed to make sport and recreation at all levels a place for everyone, not just some. That is why equality, diversity and inclusion is a key part of our new approach.
"Beyond COVID-19, the sector also faces many other big strategic challenges, from the need to continually improve governance standards and maintain public trust to the growing threat from climate change.
"But these challenges also provide opportunities, ones which we believe we can help our members identify and maximise to ensure long-term sustainability."
To download and read the full strategy document,
click here.
