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Impact of Covid-19 on DCMS sectors: how might the sector evolve after Covid-19, and how can DCMS support such innovation to deal with future challenges?

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We have addressed the question above in relation to learning from the London 2012 Olympic and Paralympic Games (London 2012) sports policy.
1. Ideological underpinnings: Recognise that the sector evolution after Covid-19 will be underpinned by dominant political and economic ideologies. During London 2012 a desired framework promoted by an international organisation was situated within a national political context, e.g. the organising committee was a joint venture agreement between different key organisations (both national and international).

2. Development of sporting policy over the last two decades: Recognise that the sector might evolve in a non-linear and regressive way post Covid-19. During London 2012, we want to emphasise that sporting policy was more cyclical, e.g. use of focal point language ‘legacy’ or ‘convergence’ to match up the different areas of sporting policy and translate into the system. It is important in order to avoid ‘blame-shifting’ and foster ‘problemsolving’ between stakeholders.

3. Stakeholders: Recognise that the DCMS should support stakeholders and experts from a range of multi-agency and multi-sector approaches. During London 2012 there was a multitude of stakeholders, with centralised and de-centralised targets connected to hosting the Games. The infrastructure during this period was effective, e.g. the infrastructure around safety at construction sites. However, this is caveated with a sensitivity to political differences and territorial stakeholders connected to particular areas of, e.g. school sport and physical education.

4. Collaborative working: Recognise that after Covid-19 innovation can be utilised through joined up thinking, a collective goal, and emphasis on agreed deadlines. London 2012 was a collaborative effort as it focused on a common goal with a joint-fixed deadline. London 2012 provided the chance, within challenging economic position, for communities and other stakeholders to influence the situation and opportunities that became available through policy design and decision making.

5. Monitoring and Evaluation: Recognise that after Covid-19 there needs to be independent structure to monitor and evaluate the outputs and outcomes. As during London 2012 the most effective and successful programmes had clear responsibility, outputs and independent organisations to review/benchmark work.
Original languageEnglish
PublisherDepartment for Culture, Media and Sport
Publication statusPublished - 15 Jul 2020

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