Geography Reference
In-Depth Information
253,500. Some 13.6 per cent of the population comprises ethnic minorities and its former
industrial base and restructuring of the local economy has generated an unemployment
rate of 4.9 per cent in March 2003, almost double the national average. About 45 per cent
of the population live within the top 10 per cent most deprived wards in England, with
Walsall ranked twentieth. The expenditure on leisure services for 2003-4 was £7.03
million, of which almost 50 per cent was on capital intensive leisure centres and almost
another £3 million on parks (see Figure 3.1). This illustrates the scope of local authority
provision, which has both an indoor and outdoor open spaces range of resources. What is
also apparent from Figure 3.1 is the growing interest in programmes to engage the local
population in active involvement in sport and recreation as part of the drive to increase
the health and well-being of local residents. For example, the council's Active
Communities Project in a high unemployment area sought to reduce the percentage of
people who are not physically active from 40 per cent to 25 per cent by 2011 along with
other specific projects. Many of the local authority's
objectives are set out in Council Plans (e.g. improving health and well-being) as well as
sector-specific strategies (e.g. the 2003-4 Service Plan for Leisure and Community
Services and the Sport and Active Recreation Strategy and Playing Pitches Strategy).
Despite such documents, the Audit Commission (2003:9) report found that 'The current
lack of clarity on the strategic direction for leisure in Walsall and for the Council's sport
and leisure service within overall provision in the borough means that the Council cannot
clearly direct resources on the basis of local need or priorities'. The council's response
was to review provision to develop a borough wide framework to link leisure provision to
local needs. The Audit Commission also reviews specific aspects of provision (e.g.
quality of experience, reaching people, performance compared to other councils and
measures to improve performance). As part of the Audit Commission (2003)
recommendations, it summarises areas for action, including clear strategic objectives to
balance local, regional and national needs, driving decisions on investment planning and
design/delivery of services and testing value for money in delivery.
