Three Year Vision


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1. Background To The Club

1.1 SMAC is a voluntary based organisation situated in Winton with over 100 years experience of providing health initiatives, training sessions and competition for residents across the Salford area.  The current facility includes a track and field stadium which meets UK Athletic standards of competition and therefore the Club regularly hosts school sports events and regional inter-city league meetings.

1.2 Membership comprises over 200 people aged between 8 and 75 years. The membership is evenly balanced in terms of gender and strives to improve its recruitment from ethnic and disabled groups.  There is a good catchment of members from across a broad range of Salford wards although the Club works to target those schools and wards where physical inactivity is an issue.

1.3 The Club has a Chair, Treasurer, an elected committee and a team of qualified volunteer coaches. There is a Club constitution and regular minuted meetings are held by both the committee and the coaches to address key issues and actions.

1.4 There is an active parents group which is steadily building as both a user group (ie. undergoing exercise and training programmes) and a contributory group (ie. using the varied skill set of parents to contribute to the on-going development of the Club).

1.5 There is a senior member volunteer programme, where young athletes aged between 14 and 18 are encouraged to deliver coaching sessions to younger athletes, under the guidance and support of the senior coaches.

1.6 For the past eight years the Club has worked closely with Salford City Council’s Twinning Committee and has undergone several exchanges with athletes from St Ouen in Paris.  This has had a big impact in promoting a positive profile for Salford and in learning key aspects of cross national issues and tolerance among our European counterparts.

1.7 In partnership with Salford Royal NHS Trust, SMAC co-chairs the Greater Manchester Obesity and Awareness Support Group and is a lead player in Salford’s response to the growing national issues on physical inactivity and obesity.  This work is crucial to improving Salford’s standing in national league tables by ensuring agencies work together on sharing best practice and referring between one another on matters of intervention and medical treatment. 

1.8 The Club has an alumni of talent which has helped to promote Salford in a positive manner. This includes members who have gained experience of both competition and volunteering at SMAC and then progressed into professional sport and other associated careers : GB athletics, English Schools athletics, UK Masters athletics, Premier League football, Championship football, professional boxing, Australian rugby league, New Zealand cross-fit, international coaching, physiotherapy, general medical practice.

2. Long Term Sustainability

2.1 The Club is working hard to create a long term sustainable growth plan which both anchors current membership and builds a solid base for drawing in people of all ages, abilities and other characteristics.

2.2 The Club will work to accrue extra resources to support its targets in:

  • recruiting more 11 to 16 year olds
  • providing services to local schools (such as taster sessions, event management and healthy school standards)
  • ensuring there is an on-going gender balance
  • attracting more interest from key wards, ethnic groups and people with disabilities
  • building its senior athlete volunteer programme in order to grow coaches of the future
  • continuing to develop coach expertise through on-going training events
  • strengthening its links with key agencies in Salford (such as council members and officers, health improvement team, medical practices, schools, leisure services, etc). 
  • playing its part in challenging the obesity epidemic in Salford through early intervention and supporting the work of the GPs, health improvement teams, hospitals and other medical services.  

3. Current Context

The Club recognises that it operates within a changing strategic context and faces key challenges which it needs to continually review and respond to:

3.1  Public Health (Salford Physical Activity Framework)

  • there are too many adults in Salford who remain physically inactive (less than 30minutes exercise per week)
  • there is no consistent measure of physical activity among young people (currently 32,000 children in primary and secondary education in Salford)
  • BMI data (body mass index) shows that obesity rates in children more than double between reception and year 6 in Salford primary schools
  • there are stark differences in obesity levels and physical activity between Salford wards

3.2  Environment (Greater Manchester Spatial Framework)

  • as part of the GM 25 year plan, Salford needs to meet challenging targets for the building of new homes
  • this will require a consequent growth in services to support the increase in population (schools, medical and health support, transport, sports and leisure opportunities)
  • there needs to be a balance of development in urban and green landscapes
  • school playing fields become prime spaces for potential development and therefore access to other local sports and leisure facilities will be crucial
  • specialist facilities such as Cleavley’s track must be open to multi-use and supported by active partnership working

3.3  Education (Obesity and Awareness Information and Support) 

  • Salford does not fare well in national and sub regional measures of obesity and physical inactivity
  • national curriculum around physical exercise and nutrition is inconsistent 
  • the cost of medical intervention in obesity is reaching crisis point because of the inconsistency of education around prevention

4. Club Vision

4.1 SMAC will continually strive to understand the context in which it operates and be responsive to these contextual factors in order to provide the best possible service it can for Salford residents. The points identified in 4.2 below represent the key themes which underline our vision for the next three years. 

4.2 SMAC will undertake key actions which reflects the context in which it operates and will provide appropriate responses:

Strive For Inclusion And Excellence 

  • by systematically reviewing local data on diversity and participation so that our membership and social events provide real opportunity for inclusion 
  • by welcoming people of all ages and abilities (from the age of 8 years) to engage in regular exercise and awareness raising programmes
  • by systematically consulting with local residents on how the Club impacts upon them and how we can work in harmony
  • by promoting our “circles of success” concept, which encourages individuals to strive for personal bests
  • by providing opportunities for members to compete in track, field, cross country and road events at local, regional, national and international venues

Play A Lead Role In Reducing Physical Inactivity And Obesity In Salford

  • by building a network of services engaged in both medical intervention and prevention and formulating a unified plan to increase levels of physical activity among Salford residents
  • by actively promoting healthy school standards and initiatives such as Sugar Smart and Beat the Streets, which help to raise the profile and increase awareness of the causal factors of obesity
  • by holding regular community events, in partnership with other local providers, to jointly promote positive approaches to prevention
  • by applying our expertise in supporting events which raise the profile of Salford Sport (track and field judges, cross country organisers, timekeepers, race marshals)

Strengthen Long Term Sustainability

  • by continuing to “grow our own” expertise through the successful Young Volunteer Programme and the “Parental Skill Bank”
  • by investing in continuous training and development for our coaches and other volunteers
  • by holding regular focus groups across each age group so that every member and family have the opportunity to comment on issues and influence the future direction of the Club
  • by providing structured curriculum opportunities for young volunteers to advance their skill set and build portfolio evidence for their GCSE and Duke of Edinburgh awards
  • by researching funding opportunities and drawing down finances to improve the physical assets of the Club
  • by hosting school events and regional competitions as a means of promoting Salford in the best possible light to visitors 

Put Athletes First

  • by implementing UK Athletics approved guidelines and having robust systems for safeguarding and well being
  • by continuously reviewing the robustness of our data systems, website and social media
  • by adhering to a programme of “long term development of the athlete” which recognises that physical and emotional maturation varies between individuals and that long term positive lifestyle outweighs immediate success 
  • by applying the highest standards of coaching and injury prevention techniques

Work In Wider Partnerships

  • by attending and representing the Club at cross city meetings and events
  • by jointly planning with other key services to ensure unified approaches to engagement and development of Salford residents (for example education, health improvement, community leisure, sports clubs, local councillors and council officers)
  • by developing jointly agreed measures of impact which will help to identify and promote strategies which work

Actively Promote The ‘Three Es’ of Exercise, Education, Environment

  • by attracting a broad range of members through local advertising, community events, free taster sessions, GP referrals, school links, etc
  • by providing opportunities for improved nutrition through banning sugary food and drinks, supplying free fruit and protein snacks
  • by installing garden beds and green screens (to offset the harmful particulate matter from the nearby motorway)

5. Annual Review

5.1 Salfords Investment History

In the 1960’s Salford, along with many other inner city areas which had played a key role in sustaining the post war U.K. economy, underwent a major programme of housing clearance. 

By the 1980’s Salford had experienced mass exodus, the growth of tower blocks and negative equity on property in those previously desirable areas with strong communities.

This prompted major efforts by the Council and regeneration agencies to secure as much inward investment as possible. Subsequently since 2013 the City has secured £1.3billion worth of private sector investment alongside that of £425million from the public sector to support its economic and social ambitions  

5.2 Investment Developments in the Pipeline

During the coming years, a number of key developments within Salford will help to stimulate growth in population in the city and potentially enhance the economic prosperity of its residents:

  • Media City Phase Two (a doubling of office and commercial space leading to over £1.5billion worth of investment in the Quays)
  • Job Growth (in digital, media, professional services, creative industries, distribution and logistics. Major employers are already establishing their HQs in Salford and they require an appropriately skilled workforce to fill their job vacancies)
  • A6 Corridor Redevelopment (£650million worth of investment in new homes, shops, hotels and restaurants alongside conservation projects which protect local gems such as Salford Town Hall, Magistrates Grade II listed building)
  • Port Salford (Peel Holdings want to re-establish the Manchester Ship Canal as a busy cargo route with the creation of a huge freight terminal and the UK’s first tri-modal inland facility of sea, rail, road. This will see £138million invested in warehouse and logistics space, which in turn will facilitate efficient transportation of goods and services and ease transport congestion)
  • Royal  Horticultural Society Worsley (£44million investment over the next ten years bringing in over 1million tourists to GM. This will become the country’s fifth national garden by 2020)  

Implications For SMAC

Continue partnership working and regular liaison with key individual decision makers in order to contribute to the delivery of Salfords major plans (eg Physical Activity Framework, Childhood Obesity Plan, etc) and therefore maximise inward investment into the club 

6. Salfords Future Needs

The City is expecting 20% population growth and is therefore planning to deliver 40,000 new homes and 40,000 new jobs by 2040. There will be imaginative schemes developed on brownfield sites and inevitable spats over greenbelt encroachment (10% greenbelt to be lost). Existing neighbourhoods are already beginning to change their identities and new neighbourhoods are also starting to emerge. The City will require extra capacity in these neighbourhoods and a robust infrastructure of housing, education, transportation and health services to support this growth. This will mean not only new schools, dentists and GP surgeries but also innovative ways of delivering these to ensure that local residents are fit, healthy, well educated and appropriately skilled in order to share in these new jobs and wealth creation opportunities. There will also be an expectation that service delivery is as fully integrated as possible

Implications For SMAC

Continue working with neighbourhood committees and planning groups, schools, GP surgeries, health improvement teams, etc in order to contribute to improvements in community health, fitness, education and environment

7. SMACs Local Context

Ward profiles are readily available on Salford Council’s website. These give a comprehensive analysis of local ward characteristics, using data collected from census returns and national indices

7.1 Winton Ward Profile

Population (in 2014) was 12,339 – an increase of 2.9% since 2004. The largest growth was in 0-4 year olds (21%), 5-10 year olds (2%) and 20-29 year olds (5%). In 2011 there were 654 lone parents in the ward.

Ethnicity comprises 10.2% of the neighbourhood population.

Around 30% of residents smoke (compared with the England average of 20%)

Life expectancy for males and females (74.6 and 79.7 respectively) are both 4 years and 3 years respectively below the England average. Smoking, alcohol and obesity are key risk factors for developing long term conditions and affecting life expectancy. Three in ten adults smoke in Winton compared to one in five for England overall. Winton also has a higher percentage of children who are overweight or obese compared to both the Salford and England averages. These children are more likely to be obese as adults unless there are methods of intervention and prevention.

On the Index of Multiple Deprivation (2015 figures) Winton is ranked 220 most deprived area in England out of a national total of 32,844 areas. Aside from Salford Quays and Media City, almost one third of Salford’s wards are in the 10% most deprived in England.

Implications For SMAC 

Having this kind of knowledge and detail about the wards we serve will help to target specific issues, individuals or groups. It will also inform our policy decisions (eg offering reduced rates to certain individuals, schools or neighbourhood groups).

8. Who Do We Need To Connect To Our Three Year Vision?

8.1 Salford Local Councillors 

Councillors will want to ensure that there is little or no disparity between resident wages and the average wage to be earned in the city as it embeds economic growth. (For example if the average wage to be earned in Salford is £35k yet the average wage of local residents is £18k then this would indicate a clear issue of residents not sharing in the city’s wealth creation)

Local Councillors are democratically elected and close to their communities – as well as knowledgeable of the context described above – and they are likely to be very supportive if they are consulted and included in all stages of our visioning process and its implementation

Key contacts will therefore include the following:

  • Elected City Mayor   
  • Statutory Deputy City Mayor
  • Deputy City Mayor  
  • Winton Councillors
  • Councillors With Lead Responsibilities

8.2 Senior Managers Of Services Within Salford Council

It will also be important to work with senior managers – these are paid officers who brief, support and respond to the community based work of the Councillors. It would make sense to embrace what they are already doing in Salford wards – as well as work with them to negotiate future joined up working arrangements with our Club.

These managers currently oversee services which are already resourcing projects in Salford wards and it would make sense to appraise and work with these. For example :

  • school head teachers have a ‘sports premium’ allocation to spend on physical activity initiatives
  • health improvement teams run highly acclaimed programmes which focus on family support toward lifestyle change
  • Salford Community Leisure manage leisure centres and other community based facilities (including Cleavley Track)
  • Salford CVS oversee different community projects in these wards 

Key contacts will therefore include the following (it is important to keep these people briefed and involved in our three year development plan – but they are likely to nominate local managers with responsibilities in the different neighbourhoods):


  • Chief Executive, Salford City Council
  • Director of Public Health
  • Director of Children and Adult Services
  • Director of Environment, Community Safety and Regeneration
  • Health Improvement and Salford Mental Health
  • Salford Community Leisure
  • Salford Community and Voluntary Services
  • Head Teachers
  • Housing Association Chief Executives 

8.3 Housing Associations

These are not-for-profit landlords who provide housing to rent or buy. They can be small or large organisations but they all tend to have strong and effective community arms which support social/health issues and which plough investment back into their neighbourhoods.

Their websites give a good indication of their social enterprise activity and their resource capacity.

It is worth establishing contact with these agencies to explore mutual potential of joint working within our catchment areas (eg City West, Salix Homes, Places for People, Adactus, etc)

Implications For SMAC

Continue attending meetings organised by the council and be part of collaborative activities (eg Twinning Committee, Childhood Obesity Planning Group, Public Health Forums, Sports Network, etc)

9. Oasis-GB

Formed just over four years ago by Salford Met and Salford Royal Hospital the Obesity Awareness, Support and Information Group is a bottom up initiative of agencies across the medical intervention and prevention spectrum aiming to facilitate greater connectivity and joint working. The group has a broad membership and has facilitated much collaborative activity to tackle the major challenges of physical inactivity and obesity:  

  • public events to profile preventative opportunities (Salford Reds)
  • community events
  • medical best practice seminars
  • multi agency seminars and conferences 

SMAC will continue to drive forward this work. It has established a core group membership which includes : Salford Royal Hospital, Salford Community Leisure, Salford Community and Voluntary Service, Health Improvement Team, Public Health Team, Salford Schools Team., University Of Salford. These partnerships are crucial if we want to continue to have a positive impact in reducing and eliminating obesity.

10. Implications For SMAC On Areas Of Budget Spend And Grant Applications

To deliver the Three Year Vision effectively, it is important that the club has an established source of income from:

  • moving to a cashless set up for its memberships and subs 
  • applying for grants from supportive agencies (Lottery, UKA, neighbourhood committees, etc)
  • organised fund raising events

This will help to fund the following areas which are priorities for the next period: 

  • coach development
  • social activities for members
  • planting of trees, herbs, fruit, vegetables 
  • advertising and promotion (local magazines, website, video productions, etc)
  • awards and presentations
  • International Twinning
  • equipment and resources
  • club kit
  • donations
  • spectator shelter/ seating
  • clubhouse internal redevelopment

11. Annual Review

11.1 The vision outlined in this document is open to discussion and amendment at the Club’s Annual General Meeting in March 2020 and subject to annual review thereafter.

SMAC’s Vision has to be inevitably linked to:

  • investment opportunities through neighbourhood regeneration
  • the future needs of the city
  • the context within which it is located

In order to ensure that we deliver an appropriate vision, it will be important to work with key individual decision makers and partner organisations with similar outlooks. 

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