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What We Do, Why We Do It

What We Do, and Why We Do It


SETTING UP A NEW CIO

  1. A new CIO in the name of Active Oxfordshire (AO) was registered with the Charities Commission in June 2018. This has been done with the full cooperation and support of our host (Oxford City Council) with staff transferring with effect from September 1st 2018
  2. A new office in Kidlington offers an improved working environment for the core team and provide space to accommodate partners.
  3. Having achieved Tier 3 compliance with OxSPA we are now working to ensure this is maintained as we transition to AO to ensure our governance arrangements are fit for purpose.

A NEW ORGANISATION/A NEW TEAM

  1. The appointment of new leadership and the introduction of new ways of working has been seen as critical to the transformation of the CSP and Paul Brivio has now been appointed as the first chief executive of AO effective August 1st 2018. This was done with the active cooperation and support of Sport England
  2. Having operated at a reduced capacity for 12 months, we have recently promoted Josh Lenthall (C&YP Manager) and successfully recruited two new staff to fill important positions within the new team. We are currently reviewing job titles and work priorities taking on board the views of our stakeholders and partners in the process.
  3. We have substantially strengthened the board in the last 12 months with the appointment of David Smith (previous CEO of the Oxfordshire CCG), Richard Venables (High Sheriff and Chair of the Reciprocate business network) and Helen Dawes (Chair of the Elizabeth Casson Trust and Oxford Brookes University). We are continuing to look at ways to recruit Trustees who have the right skill sets to support and guide our new enterprise as well as reflect the diversity of the County we serve.

Strategy

  1. We have been working hard with Sport England to align the direction of travel with the new primary role for CSPs now set out and we will continue this process to fulfil and go above and beyond their requirements to demonstrate we are an effective organisation who can work together with our partners to deliver on our objectives.
  2. As we look to work more closely with local authority partners and a new range of community partners we think it best to set out a "Position Statement" at this time so we can consult and agree on priorities and the best ways of working over the next three months
  3. Preparatory work for this session included and a stakeholder mapping exercise
  4. While we have identified the key elements of our strategy we have been keen to ensure that the new Chief Executive now has the opportunity to shape the final document. The major components of our approach are:

a) Inactive communities

  • Following through on the recommendations of the Health Inequalities Commission around physical activity
  • An unrelenting focus on the 20 wards with the highest levels of inactivity working more effectively with Public Health and our local authorities to understand the work being done in these areas so we can effect change
  • Building relationships with non-traditional organisations working in these communities
  • Develop and implement a whole system/place based approach with local partners in key areas.

b) Underrepresented Groups

  • Build on and broaden the good relationships we have established with local organisations working with underrepresented groups for which inactivity is a major issue, in particular disabled people and people with long term health conditions who make up 20% of the adult population
  • Capture the learning from successful approaches (both local and national) in order to sustain the work that has been done (eg Active Body Healthy Mind, Wheels for All etc.)
  • Identify and pursue opportunities for further collaboration including strategic thinking and policy making around mental well- being, older people and, workforce/skills development.

c) Children & Young People

  • Continue to grow and improve the existing initiatives that help ensure our children enjoy an active start in life, ie School Games, Satellite Clubs & Primary School Premium
  • Develop these programs to increase participation among the least active and engage schools in our focus areas.

d) Long-term Health Conditions

Build on the cross-county work that's been done to establish an exercise on referral system encouraging people with long-term health conditions to see S&PA as a key part of both prevention and cure. This will be achieved by:

  • Building on the collaboration and learning gained from the Go Active, Get Healthy and Diabetes referral programs
  • Finding a way to focus this on the least active communities and make the existing program financially sustainable
  • Working with the CCG to explore how this approach might fit into the treatment pathways for other long-term conditions.

Our Campaigns


Campaigns Home

One You

One You

A Campaign brought to you by Public Health England

Change 4 Life

Change 4 Life

These days, 'modern life' can mean that we're a lot less active. With so many opportunities to watch TV or play computer games, and with so much convenience and fast food available, we don't move about as much, or eat as well as we used to.

Sugar Smart
Tags: Health

Sugar Smart

WHAT IS SUGAR SMART?

SUGAR SMART is a campaign run by Sustain. We help local authorities, organisations, workplaces and individuals to reduce the amount of sugar we all consume.

Anyone can pledge to become SUGAR SMART – from councils and schools to restaurants, hospitals and independent companies.

Oxfordshire Mind

Oxfordshire Mind

We're Mind, the mental health charity. We're here to make sure that anyone with a mental health problem has somewhere to turn for advice and support.

If you're struggling with your mental health, you're not alone: 1 in 4 of us will experience a mental health problem at some point in our lives.