South Yorkshire Sport Conference

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Life after CIFInvesting in the Future

• Heather Kennedy
• Senior Relationship Manager Community Sport
  Yorkshire
• Helen Cund
• Partnership Network Manager South Yorkshire
  Sport

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Workshop Aims
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PART 1 Sport England StrategyContent

• Historical look into why funding streams have
  changed
• Origins of investment
• Core drivers behind our new investment
• New ways of working functionally and financial

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Our purpose

• To build the foundations of sporting success
  through a world-leading community sport system
• By ensuring-
• talented people of all backgrounds are identified
  early, nurtured and helped toward the elite level
• we grow the number of people playing sport
• everyone who plays sport has a quality experience
  and is able to fulfil their potential

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1) GROWING participation in sport
Minutes spent per day on different activities,
all adults, 2005
Source ONS Time Use Study 2005
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2) SUSTAINING participation providing a
great experience
38 233,000 at 16
32 162,000 at 22
28 131,000 at 30
25 101,000 at 40
22 73,000 at 50
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2) SUSTAINING participation providing a
great experience
25,000 16 year-olds currently play Netball
8,000 18 year-olds currently play Netball
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3) Enabling people to ACHIEVE EXCELLENCE
SUCCESS
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Sport England Strategy 2008-11 Grow, Sustain
Excel
Sport England Strategy 2008-11 New way of
working New structure
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New focus

• Driven through sport / NGB centric
• New Strategic outcomes targets
• GROW - the 1 Million Target by 2012
• - contribution to the 5 hour offer
• SUSTAIN - reduction of the 16 drop-off
  - satisfaction survey with sport
• EXCEL - talented performers moving to
• elite programme
• Making partners accountable for delivery
  investment

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Through the new strategy

• We will -
• Be strategic
• Show leadership
• Work in partnership with deliverers of sport
• Become a centre of excellence and best practice

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We will deliver through

• Advocacy community sport with national, regional
  and local government
• Enabling the delivery of community sport by using
  existing partnerships / creating partnerships
• Influencing policy and decision-making through
  high quality research and identification of
  best-practice
• Investing in community sport through our partners
• Create new ways of working by investment in
  innovative practice
• Hold our funded partners accountable for delivery
  of results

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We will work with

• 46 NGBs
• 4 CSPs in Yorkshire
• Engage with other partners to influence their
  investment in sport
• Draw on their specialist expertise to help
  achieve public outcomes
• e.g. Equality groups, the voluntary sector
• private sector (leverage), local authorities
• SCUK, Skills Active .

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Sport England Organisational Structure Effective
1st April 2009 Capacity 240 people nationally
Human Resources and Development
CEO
Communications and Public Affairs
Facilities and Planning
Finance and Corporate Services
Commercial
NGB and Sports
Communities
Children and Young People
Research and Strategy
9 Regional Teams
Grants Function Shared Service Loughborough
Version 14/11/08
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Communities (The Yorkshire Team)
Business Support Administrator Regionally based
BSF Project Manager (joint funded with Arts
Council) Northern supra area rep
Regional Strategic Lead David Gent
Snr Regional Manager Facilities Planning
Alistair Copeland
Snr Regional Manager Community Sport Heather
Kennedy Gill Keddie
Snr Regional Manager Local Government Julie
Hannan
Strategic Planning Fiona Pudge
Strategic Planning Helen Ledger
Business Support Administrator
Regional Grants Manager Lizzie Hughes
Regional Strategic resource to aid the
development and growth of Partnerships for the
delivery of increased participation in
community sport
Regional Grants Officer Regionally based Fixed
term until 03/10
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CSP Core Offer CSP Enhanced Offer
NBG 09 13 Investment plans
Outcomes
http//www.sportengland.org
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World Leading Community Sport
GROW (15 of investment)
EXCEL (25 of investment)
SUSTAIN (60 of investment)
Increase participation in sport by 200k adults
per annum (1m by 2012/13) Help young people to
access 5 hours of sport a week
Well-defined, appropriate talent support systems
for each sport so that more talented performers
move onto elite programmes

• Increase the proportion of people satisfied with
  the aspects of sport that are important to them
• Reduce the drop-off at 16 in at least 5 selected
  sports by 25

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Investment into Community Sport

• 100 - 120m NGB funding
• Strategic planning for facilities (long term)
• BSF. Maximise opportunities.
• Maximise regional Investment.
• 10m Continued investment in CSPs
• 10m Continued investment in National
• Partners EFDS, WSFF, Sporting
  Equals
• 30m Themed Rounds
• Rural 10 million (launched April 2009)
• 10m Small Grants scheme
• (launched April 2009)
• 5m Innovation Fund
• (launched April 2009)

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CSP Core Services
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Part 1 SummaryThe Challenge

• Keep focussed on the key business outcomes (Grow,
  Sustain Excel) of the new Strategy
• The Strategy drives the structure (function and
  finance)
• Work smartly to achieve the outcomes small
  regional teams
• Know who are our key partners understand their
  role in the contributing to the new Strategy
• Build strong, open working relationships
• Understanding how we can all best work together
  to achieve the key business objectives (sharing
  of expertise)
• Sharp focus on Sport not Physical Activity
  through investment

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The result

• One million people doing more sport by 2012
• This will be a key element of the Olympic Legacy
• http//www.sportengland.org

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Exercise 1Project ExamplesHow Might These
Projects be Best Funded?

• You want to attract funding to support a local
  10k road race in your area, and currently have
  no funding to put towards this. As you are in a
  deprived area, you do not want to charge
  participants an entry fee so you need all costs
  to be covered by funding. Where would you go for
  funding?

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• 2. Your organisation is looking to recruit sport
  development staff. You want these new officers to
  focus on developing opportunities for your own
  organisation, as well as contributing to sport
  development and developing opportunities for all
  within your local area. Where would you go for
  funding?

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• 3. You have managed to attract 25,000 in annual
  sponsorship from a private company to support you
  in delivering a school sport coaching outreach
  programme where you will send out coaches to
  schools around your area. The 25,000 will go
  some way to paying for the project expenditure,
  but you need more funding to fully deliver the
  project. Where do you go for match funding?

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• 4. You want to apply for capital funding to
  support the expansion of your current club
  building, maybe to provide a clubhouse,
  artificial turf pitch, or additional changing
  facilities. Where would you go for funding?

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• 5. A Boxing Club in your area is currently
  expanding, meaning they will be able to cater for
  more people at each of their coached training
  sessions. However, this will mean they will be
  needing more equipment. They dont have enough
  reserves in the club accounts to pay for the new
  equipment. Where would you go for funding?

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• 6. You want to apply for funding to deliver a
  complex 3-year revenue project, involving
  appointing development staff, coaches and an
  operational budget for project delivery (ie.
  marketing, coaching, equipment, etc). Your
  project is based around disability sport as a
  development theme. Where would you go for
  funding?

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A Portfolio Approach to InvestmentThe Key
Components

• Planned in partnership by a number of key
  stakeholders within a certain geographical or
  themed area.
• A group of projects that work towards a
  collective vision and set of outcomes/outputs.
• Might be used to group similar projects together
  to make a larger, more strategically viable
  project.
• Makes use out of economies of scale. For example,
  a number of projects may utilise the same central
  services.
• Endorsed by the Delivery System in South
  Yorkshire at both CSN and CSP level.
• Usually long-term in nature.

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A Portfolio Approach to InvestmentPurpose
Benefits

• Makes it easy to identify how individual projects
  contribute to the wider strategic vision for a
  certain geographical or themed area.
• Enables individual projects to work together
  towards higher order targets such as
  participation, volunteering, etc, achieving more
  and thereby demonstrating greater return on
  investment.
• Can make a stronger case for investment if the
  whole sub-regional delivery system is backing
  the project. The project is then not only
  significant to the organisation, but to the
  entire County Sport Partnership.
• Shared learning
• Shared central services

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A Portfolio Approach to InvestmentA Live
Example from Yorkshire

• Rugby Football League (RFL) Yorkshire
• Federation of Disability Sport Organisations
  (FDSO) - Yorkshire

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Key Messages