AN INVESTMENT GUIDE FOR NGBS - A guide to future Sport England investment in National Governing Bodies with a current Whole Sport Plan April 2017-2021
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AN INVESTMENT GUIDE FOR NGBS A guide to future Sport England investment in National Governing Bodies with a current Whole Sport Plan April 2017-2021
CONTENTS INTRODUCTION 04 WORKING WITH US 07–11 PROCESS & TIMESCALES 12–16 TARGETS, MEASURES & 17–18 PERFORMANCE MANAGEMENT SUMMARY OF OUR COMMITMENTS 19 Sport England – An Investment Guide for NGBs 03
INTRODUCTION OUR NEW STRATEGY SIGNALS A DIFFERENT APPROACH TO FUNDING, AND WE’RE HERE TO SUPPORT YOU This is the first of a number of investment • Placing shared objectives at the heart This new way of working will require guides that we’re producing as we embark of our decision-making. In the past we greater flexibility on both sides of the on our new five-year strategy for 2017–2021, have asked you to take responsibility for partnership. We will be adopting a new Towards an Active Nation. all of the people who play your sport, approach to measurement, moving away and held you to account for increasing from the one-size-fits-all weekly participation If you are one of the National Governing that number. We are no longer going measure of success defined through the Bodies (NGBs) in which we have invested to work in that way with all NGBs. Active People survey. The new approach will for the current 2013–2017 Whole Sport Instead we will identify areas of genuine be equally rigorous but more collaborative. Plan cycle, then this guide is for you. common interest with you. We will Together we will agree the specific Its purpose is to explain clearly how our spend time to understand your strategic outcomes we will invest in and then work strategy relates to the work of NGBs and priorities and capabilities, then agree the jointly to identify appropriate measures for how we will invest in that work from areas where Sport England investment these outcomes. April 2017 onwards. is best directed We will not be asking NGBs to deliver the Towards an Active Nation explains how • We recognise that each individual NGB five outcomes outlined in Sporting Future we will implement the policy direction set is different and will have a particular at this stage, before more is understood for community sport in England by the contribution to make. Some will want to about the insight behind mental wellbeing Government in Sporting Future. We need concentrate Sport England investment and personal, community and economic to create a direct relationship between the to support talent development, others development. We will be concentrating outcomes set out in Sporting Future, the will aspire to make a broader contribution in our discussions on the achievement programmes we have identified in our new with different types of customer. We of physical wellbeing, i.e. the physical strategy and how we will work with NGBs. will agree the approach that is right for benefits of people playing sport. The When you are considering an application us both. measurement of this will draw on the new for investment, please do read and Active Lives survey, where applicable, and This first of our Investment Guides will concentrate on the market of ‘regular digest Towards an Active Nation first. is addressed to National Governing Along with this guide, it will help you to players’, whatever that might mean in your Bodies for three main reasons. Firstly, specific sport. decide whether and how to apply for we recognise that our existing award Sport England investment. agreements come to an end in March We will also agree with you an individual Our approach to NGBs is changing. 2017. As a responsible investor, we want timetable for our investment, rather than The key changes that we are making are: to provide all of our partners with some working again to a standardised four-year certainty and the ability to plan ahead. funding cycle. For talent investments we • A shift to an organisationally-neutral Secondly, as custodians of a sport, you will continue to make four-year awards approach, prioritising our investment have an important role to play in the aligned with the Olympic and Paralympic based on what partners can do, not who delivery of our new strategy, in particular cycle. The length of other awards will vary they are. We have, therefore, divided our for those people who already have a according to your role. resources between types of project and, regular sport and physical activity habit. in particular, groups of people who are at Finally, as we move to a new way of We hope this guide will be a helpful, different stages of engaging with sport working, we recognise this will result in informative resource. and physical activity, rather than between a transition for some of you and we are Phil Smith types of provider committed to supporting you through Director of Sport this period of change. Sport England Any partners who have a similar financial relationship and award agreement to NGBs (for example national partners 1 or County Sports Partnerships) will be managed on a case by case basis and will follow a comparable process and approach. Sport England - An Investment Guide forWe would recommend that these partners contact their relationship manager or the Sport England NGBs 05 County Sports Partnership team for advice in the first instance.
WORKING WITH SPORT ENGLAND Talented athletes are an important audience within that core market, so talent investment requests (where required) should be included in any investment application. They are our existing customers. The focus of Sport England’s investment here is to build capacity in the core market, so it can continue to grow and improve the service provided to these customers, in order that There will be a very small number of their habit becomes more resilient and WORKING TOGETHER TO INCREASE ENGAGEMENT NGBs who can demonstrate a strong that they don’t drop out for long periods track record outside the core market. For IN SPORT AND PHYSICAL ACTIVITY example, working with inactive audiences, or stop entirely. or influencing hundreds of thousands of We know that we cannot be complacent people through mass market interventions. about this group. Our insight tells us that, If this is the case we will consider a although they are likely to have an active Towards an Active Nation explains Sport We will look to invest where your partnership with you at this stage through lifestyle, averaging at least two different England’s seven investment programmes, organisation’s strategic priorities and the relevant programme. However, this activities, maintaining a habit is challenging which replace the 30+ programmes we capabilities align most closely with the will be an exception rather than the rule, and even the most committed individuals have now. These programmes are based outcomes Sport England has been asked considered on a case by case basis, and drop out. They can usually cope with around three behavioural challenges: to deliver by government. As an NGB, the will require evidence of significant capability. short-term disruptions but are vulnerable audience with whom you are most closely to major life disruptions (see Figure 1 on 1 Targeting persistently inactive people and The two new investment programmes the following page). connected are those who already have a supporting them into some form of activity that will not be available for investment sport and physical activity habit. These at this stage are Local Delivery and NGBs are an important provider to the 2 Making it easier for people who drop in people feature in the ‘preparation-action- Volunteering, both of which require a core market. Around half of the individuals and out of sport and physical activity to maintenance’ sections of the model below. new and different strategic approach. who engage in sport and physical activity stay active and maintain a habit This is what we term ‘the core market’. We Both programmes are currently being regularly, take part in ‘traditional’ sport. anticipate that the majority of our investment devised and you will be able to apply NGBs make a significant and important 3 Increasing the resilience of people who in NGBs will come from the investment for investment through a competitive contribution to the infrastructure and culture have a strong affinity with sport and programme that is targeting this group. process later in 2016, when corresponding that allows them to be active in this way. physical activity, making sure they are investment guides are published. However, treated as valued customers. NGBs are not the only suppliers to the core where you feel investment in volunteering is essential to reach the core market, market. Many of these customers go to the please include it in your discussions and gym, or attend fitness classes, or run or subsequent proposals. swim either in informal groups or on their own. Outside NGB discussions, we will be We recommend that you avoid making talking to those other suppliers to the core more speculative bids for funding that market about their ability to help us achieve NOT ON MY RADAR PRE-CONTEMPLATION require a high degree of experimentation or our outcomes. TACKLING diversification at this stage. The aim of this phase of our investment is to concentrate The core market includes individuals INACTIVITY with talent: people who clearly have a on the core market, and to support sport’s THINKING ABOUT IT CONTEMPLATION existing customers and your primary more regular habit than most but need a business as a priority. specific type of environment or approach. We remain committed to investing in talent development, with the vision of creating CREATING REGULAR PLANNING TO DO PREPARATION WHAT IS THE CORE MARKET? the world’s leading talent system. This is ACTIVITY HABITS SOMETHING SOON The core market refers to customers, not where NGBs are uniquely placed to deliver. suppliers. We mean the roughly one-third A long-term approach is also important HELPING THOSE WITH of the population who currently have a here, so our aim is to make four-year GETTING STARTED ACTION A RESILIENT HABIT STAY THAT WAY long-standing sport or physical activity investments in talent development, against habit, including those within the talent our talent objectives, and for it to be similar system. It is about the people who play, in amount to our current investment STICKING WITH IT MAINTENANCE not the organisations who work in this in talent. part of the market. Sport England – An Investment Guide for NGBs 07 2 Taking Part Longitudinal Survey April 2011–March 2015
UNDERSTANDING THE CORE MARKET SAM’S SPORTING LIFE To be successful in your application for support to the core market, you need to have Figure 1 – Sam’s sporting life. This is an example of how engagement can vary as life circumstances change, an excellent understanding of the customer and their patterns of participation. Your and illustrates the wide variety of activities, even for the most committed. understanding should be of the overall activity patterns of these customers, rather than just viewing their behaviour through the perspective of an individual sport (see Figure 1 on opposite page). This understanding is important, because it will allow us to identify the customer segments that should be the highest priority, and focus investment on these. Decided to get Played football back into ‘proper and cricket football’ and play The 5k charity at school and Sunday league for run (2001) was college a few seasons fun but the Coaxed back The gym marathon training Cricket stopped (2004) was tough when work into football may be started. 5-a-side by a friend but convenient was all Sam birth of first child but can be Mountain bike for Sam’s could find meant only quite dull 40th. Muddy fun with mates time for one season at the weekend 24 No. of sessions per month 20 16 INSIGHTS ABOUT YOUR CUSTOMERS MIGHT INCLUDE: 12 • What does ‘regular’ mean in your sport? Is it weekly, or less frequent? Is it seasonal? 8 • Who do they tend to be? Age, gender, background, geographical location? • What’s the usual setting or range of settings for their activity? 4 • What else do they do? Do they tend to come from or go to another sport? • What do you know about churn and change in your sport? 1982 84 86 88 90 92 94 96 98 00 02 04 06 08 10 12 14 2016 Time Football Cricket Gym Running Cycling Sport England – An Investment Guide for NGBs 09
To access public investment you will need We have a common interest here, in committed to supporting NGBs to make In Towards an Active Nation we outlined to demonstrate how you can improve the making your organisation more efficient and such changes, and we will be realistic about basic competence and confidence as the resilience of your customers and reduce the reducing your reliance on public investment. how long they might take. We will need to main barriers for children maintaining a risk of them dropping out of sport. Even in find creative solutions that don’t inadvertently sporting habit. Any successful proposals the core market, where habits are regular Serving the core market at lower cost make it even harder for them to engage should outline how to tackle these barriers. and strong, individuals can and do lapse. requires a focus on three areas: in sport and physical activity. Our reward for success will be the more ‘productive, Please remember that financial need and The first step is to determine how much 1 Identifying what really makes a difference additionality are two rules that apply to all of to these customers, then thinking about sustainable and responsible sport sector’ of the core market you as an NGB can as desired in Sporting Future. our investments, so we are unable to invest reach or influence. We will agree that the way in which you design your support in existing activity funded through other proportion with you and it will be the basis for them, and where appropriate reducing sources, or any activity that takes place the cost WORKING WITH CHILDREN AND of our investment. We will measure your during curriculum time. impact on that proportion of the market, VOLUNTEERS IN THE CORE MARKET 2 Diversifying income, for example by For volunteers, you need to demonstrate so it’s important that you are realistic in this increasing membership revenue or by We are devising separate investment assessment. For some NGBs, this may only programmes for Children and Young People how any activity will address the behavioural attracting partnership funding from other challenge for the core market audience. Our be your talented athletes or people already public or private funding and Volunteering. These will outline the new in your clubs and competition structures. approach promised in Towards an Active new Volunteering Strategy, to be launched 3 Reducing the cost of your back office Nation. In the meantime, we recognise later in 2016, will focus on attracting new Once you have identified who in the core support for front line delivery, for example that both children and volunteers play an volunteers and increasing the diversity of market audience you can reach, and who through shared services or by better important role in the core market, so you can those who volunteer. you should prioritise, you need to determine utilising cross-sport resources such as apply for investment for both through the how you will impact upon their experience Club Matters. core market programme. to ensure that they maintain this habit. A number of NGBs have already been For children, you should highlight clearly how Examples of successful core market tackling these issues, in particular by to address the behaviour change challenge interventions include: reviewing their role in the supply chain and for those children in the core market. • Helping people better navigate periods of working more collaboratively with local disruption, making entry and re-entry into providers. Again, we can share specific your sport smoother and easier for all examples of successful work. • Making it easier for people to build habits We will be working closely with NGBs who in sport and physical activity, by providing are heavily reliant upon our funding for high quality and stable opportunities back-office costs (previously referred to as core costs). Our long term aspiration is to • Making it easier for people to switch help you build on – but not rely on – our between activities, keeping them in investment. We will achieve this over the the system next strategy period through actions that will help you diversify your income, drive greater • Addressing the needs of groups who are efficiencies, and consider how certain under-represented, as they often face shared service models could reduce cost more significant barriers. and improve quality. These capabilities will be tested by our We believe that, in the medium to long assessment criteria. There are already term, NGBs should be able to resource examples of NGBs working successfully their back-office costs from their own in this way, which we will share with you revenue (e.g. membership and commercial in discussions over the coming weeks. income). Our aim, by 2021, is to reduce our back-office spending with each NGB to no DELIVERING TO THIS AUDIENCE more than 10% of our overall investment in Once you have identified your priority NGBs. We will be working closely with UK segments in the core market and Sport in this area, using the definition of determined how to improve their back-office costs provided by them in their experience, the final step is to explore how own investment guidance [1] . you can work more efficiently to serve these customers and progressively become less We understand that retaining our existing dependent upon public money for this work. customers, while also reducing reliance on public funding, will be challenging. We are [1] he UK Sport definition of back-office costs is referred to in their guidance as ‘overheads’ and T comprises office rent, utilities, telecoms, central support covering the CEO, IT, Finance and HR Sport England – An Investment Guide for NGBs functions, Insurance, Irrecoverable VAT and Anti-Doping. 11
PROCESS & TIMESCALES OUR NEW FOUR-STAGE PROCESS AND THE KEY DATES YOU’LL NEED TO KNOW As we will treat every NGB individually Stage 1: Governance we will consult with you on the content of We will consider requests to support according to their contribution and needs, the Code with the aim of building on those athletes competing in the 2018 the investment process and timescale We are aiming to conclude all scoping existing standards. We will then review Commonwealth Games within talent and will be flexible. However, there will be four conversations by the end of August 2016. your position and determine how much performance applications. We will also distinct stages for all. That will include the agreement of an time may be needed to comply, but we will consider projects to align individual individual timeline for your full proposal need evidence of a commitment to do so. national competitions with Level 4 of the The first stage will be for you to submission. We envisage making decisions In addition to creating the Code, we are UK School Games. demonstrate that you are eligible for our regarding talent by December 2016, to committed to supporting as many NGBs as investment through meeting existing align with UK Sport’s timescales (where possible to meet these new standards. We will start to address financial governance requirements. Following this, appropriate). Decisions on the non-talent need through these scoping conversations we will together explore the contribution that elements of our core market investment will Our strategy states that we will now take and where possible, provide you with an you could make to our new strategy. This be taken by January 2017. an organisationally-neutral approach to investment range. stage will culminate in an agreed position investment. What matters is what you can between the NGB and Sport England. The In some circumstances an NGB may not deliver and not who you are. However, any Once the scope of your contribution is third stage will encompass the submission yet be ready to develop strong, realistic sports body seeking public investment will completed and agreed, we will write to you of your proposals, our formal assessment, propositions. This may be the case where be expected to reach the same governance with confirmation, agree a submission date and a decision by our board. The final stage the establishment of large, strategic standards. and invite you to apply for investment. will be transition, where we will support you partnerships are required before a plan can be developed, or a new organisational Stage 2: Scope Throughout these scoping conversations to move from your current award to your you will not be asked to submit any formal new partnership with us. strategy is in development, so priorities are not yet clear. We will consider this on a For NGBs with a current Whole Sport documentation or complete application case by case basis, including the potential Plan, who meet the governance standards, forms. This stage has been designed of a short-term ‘holding’ investment, with a period of discussion will follow to agree to minimise the administrative burden 1 a view to revisiting our future partnership the scope of your potential partnership and allow the detailed work to focus GOVERNANCE when appropriate. with Sport England. A mutual agreement only on areas that are likely to attract must be reached before moving on from our investment. Both Sporting Future and Towards an this stage. Active Nation are clear that high standards If we are unable to reach an agreement 2 of governance are expected of sports The first objective is to identify shared about the scope of the partnership, you SCOPE bodies receiving public investment. goals. We want you to be clear about your will be able to make representations to the strategic priorities, realistic about your Sport England executive team, which will In March 2016 we wrote to you to with capabilities and provide us with confidence review the discussions. an assessment of progress against the that you can deliver to customers in your PROPOSAL governance standards of the current target audiences. 3 funding cycle. If you don’t yet meet SUBMISSION, these existing standards you will need Regular dialogue will be with your ASSESSMENT to demonstrate that you have a credible relationship manager and a Talent and Performance team member as required. AND DECISION plan to do so by 31 March 2017. NGBs A senior Sport England colleague will be that cannot do so will not be able to progress to the second stage. available throughout to help solve any problems that arise. 4 TRANSITION Later this year a new Governance Code for Sport in the UK will be published. Working with UK Sport, over the summer of 2016 Sport England – An Investment Guide for NGBs 13
Stage 3: P roposal submission, Our assessment of your submission will Investment Sport England Objectives Criteria & Weighting assessment and decision culminate in a number of recommendations Programme to the Sport England Board: Talent Progression – develop a talent Track record (25%) Once the scope of our potential partnership system in England that produces has been agreed, the next stage is for you • Size of investment to be offered • Can you provide evidence that you have produced higher quality higher quality athletes throughout to develop a proposal for submission. Over athletes throughout the entire pathway? • Length and type of contract the entire pathway, including the summer we will make various materials performance foundations, while • How have you performed in achieving the talent outcome targets available to support the development of • Support to be provided delivering a positive experience in 2013-17? your proposal. that retains those athletes in the Quality and cost of delivery plan (50%) • Approach to performance management. sport system Your proposal should be in the form of • Can you explain your operational model for the talent pathway a standard business plan. A template will Decisions made by the Sport England Board and how you plan to improve it? be provided. will be communicated to you swiftly and any • How will you address improvement areas highlighted from your announcement managed jointly. Pathway Health Check or Key Element Review? We will assess your submission against the framework outlined in Table 1. There will be Alongside our assessment of your • Is your plan realistic and does it offer good value for money? different assessment criteria to reflect talent submission against the criteria listed in • Can you evidence how it provides the most cost effective development and the rest of the core market. Table 1, we will be examining financial need. solution without compromising the athlete experience? We will investigate your dependency on the • How well does the plan align with World Class Programmes or If you are considering applying for investment public purse and how you plan to resource other high performance programmes that will support athletes from outside the core market investment your activity from other income sources and that graduate from this pathway? programme, similar criteria will be applied through more efficient delivery. in relation to the objectives of those Scale of impact (25%) programmes (and will be published in further • How many people and partners will you reach and influence, Investment Guides). within and beyond your pathway? • Which partners do you intend to collaborate with? For the talent sections of the submission, our investment for the majority of NGBs will • What insight or practice do you plan to develop and share? concentrate on Sport England’s objective of progression; i.e. the production of higher Core Market Helping people in the core market Scale (40%) navigate periods of disruption quality athletes throughout the pathway and • How many people play your sport regularly? the positive experience they have. Making it easier for people in the • How much influence do you have on that market? core market to build habits • What contribution does your sport make to overall activity levels? Targeted support to a select number of priority ‘Performance Foundation’ Making it easier for people in the Understanding of the core market (15%) programmes will be agreed jointly with core market to switch between activities • Can you demonstrate that you really understand these UK Sport. We will also work with UK Sport to customers? What is their pattern of behaviour and why? agree our investment in your talent pathway, Protecting people in the core if you are jointly funded, to ensure there is • What do these customers value? What do you provide? market who come from under- clear alignment between investments. represented groups • What are their typical entry (and exit) points in your sport? Do you know how to make that entry or re-entry easier and Responding to the feedback from our talent Getting the right balance between smoother? consultation, we will address our inclusion value to the customer and cost Track record (20%) objective primarily through additional of provision for people in the core investment in a small number of targeted market • How have you performed in achieving the participation outcome partnerships. This will be with NGBs who targets in 2013-17? Finding more efficient ways of have the ambition and capability to develop meeting existing customers’ • Can you provide evidence that you have influenced behaviour in practice and insight in these areas, which needs and carrying out your own the core market audience? might be subsequently applied more widely. operations more economically Type of audience (15%) We will also tackle our inclusion objective • What proportion of the core market that you support comes through specific, cross-sport initiatives and from groups that are under-represented in sport? projects such as Backing the Best and our Quality and cost of delivery plan (10%) Talented Athlete Sponsorship Scheme. • Is the business plan clear and concise? • Is it realistic and does it offer good value for money? • Can you evidence how it provides the most cost effective solution without compromising the customer experience? Sport England – An Investment Guide for NGBs 15
MEASUREMENT, TARGETS & Stage 4: Transition Following a Sport England Board decision, if there is a significant difference from 3 Change programme PERFORMANCE MANAGEMENT your previous award and role, a period of S ome NGBs are undergoing a complete transition will be required to implement the transformation of their organisation, or change. We will support you to make this their leadership and/or strategy is new or transition as smooth as possible. under construction. In this instance we will consider supporting existing delivery THE WAY WE MEASURE SPORT AND ACTIVITY There are a small number of potential in some form until the change programme IS CHANGING – HERE’S WHAT TO EXPECT scenarios which will result in significant is complete, and a new approach can be change: considered fully. To do this we will need to be confident that the change programme 1 Diversification of income streams will lead to the NGB being able to provide Our investments will be measured and is the best understood of the five. We will Where your existing business model is good value for public investment. managed very differently from April 2017 then work collaboratively to identify how we appropriate, but primarily reliant upon onwards. We will continue to publish can measure contributions to the other four 4 Reduced role public sector investment, we will support results to show the progress of the sport government outcomes. you to identify and secure additional W here there are limited numbers involved and activity sector, but the emphasis will move away from reporting on NGBs Our targets non-grant income. Working with UK Sport in a sport in the core market, and an where appropriate, we will set targets NGB is unable to demonstrate the ability as a collective group. This reflects the In the core market, the aim is to keep to reduce your reliance on any single and track record to deliver value to Sport organisationally-neutral approach, where people who have a resilient sporting source of public funding and increase England, there may be a significantly all investments are judged in the same habit playing sport for as long as they your overall level of non-public investment. smaller investment than in the previous way, based on their results rather than the want to. Active Lives will give us a richer These bespoke targets will be easier for cycle. In this situation we will provide a identity of the supplier. picture of each respondent’s habits and some organisations than for others. We support package to transition to that new help us to set a baseline for the contribution A balanced approach will revise Sport England’s Commercial level of public investment. of each sport to physical wellbeing. Framework so potential income streams In Towards an Active Nation we can be fully realised. We will also seek to have highlighted how our investment Sport England’s own of measure of provide expertise to explore newer options programmes relate to the five outcomes success will be the KPI set out in such as philanthropy and crowd funding. and related KPIs set out in Sporting Future, Sporting Future, which sets a threshold of in order to create a clear ‘line of sight’. As doing something at least twice a month. 2 A high-cost delivery model NGBs develop a submission, we will work Each sport or activity will have its own Where delivery has been successful together to create a broader and more pattern of engagement (frequency, but is high-cost in its current form, we balanced measurement approach, moving seasonality, intensity, demographic or will work with you to develop a leaner away from the single sport and weekly geographic impact, etc), which we will business model. We will give you the focus of Active People and drawing on the discuss and agree with the NGB. The time to make the necessary changes new Active Lives survey where applicable. threshold of once-a-week, all year round, and, where required provide access to for all sports, will no longer apply. The Active People survey will publish expertise. We will need to identify and final results in December 2016, giving us Each NGB will have a differing level of protect the parts of the supply chain that accountability for the current investment influence on the people in the core market are most effective and identify and reduce cycle and a complete picture of progress playing their sport. We will also discuss and investment into parts that have minimal in each sport. Active People will then be agree with you what that level of influence impact but are costly to maintain. replaced by Active Lives, with the first truly is. Our partnership, and therefore baseline results published in January 2017. Sport England’s investment, will reflect Physical wellbeing only that portion of your sport. You will no longer be accountable for everyone playing Initially, we will focus on the first key your sport, unless you can prove you can outcome identified in Sporting Future – influence them all. physical wellbeing. This is the outcome that NGBs can influence most immediately and Sport England – An Investment Guide for NGBs 17
SUMMARY OF OUR COMMITMENTS DELIVERING TO THIS AUDIENCE Our investment will be managed in line with the principles set out in our new strategy: We aim to use a combination of Active We will: Lives and your own data (where that data is 1 A clear line of sight to the objectives in appropriate and robust) to monitor progress. Sporting Future • At the end of the scoping period, agree A number of NGBs have now developed a specific date for the submission of your ways of tracking participation in their 2 Ensure investment benefits business plan to Sport England and a sport which are accurate, help to manage under-represented groups final decision date by our board regarding your award performance, and provide useful insight. 3 Use behaviour change to make Any other (non-NGB) providers of sport investment choices • Provide direct support throughout the and activity to the core market audience will scoping period via a relationship manager 4 Get maximum value from all Sport and, where appropriate, a member of be subject to the same measurement and England’s resources, not just our cash the talent team and a senior colleague performance management approach. at Sport England 5 Strike a balance between ‘bankers’ For talent and performance investments, and ‘innovators’ •A dopt a new approach to performance sport-specific KPIs will be agreed (as we have done previously). We will focus on management, agreeing the specific 6 Review our investment portfolio regularly outcomes and targets for our future our dual objectives of progression and and remove funding if an investment is inclusion and apply them to your sport’s partnership failing and cannot be rescued approach to talent and performance. We • Measure and performance manage will also publish cross-sport metrics for our 7 Encouraging increased efficiency. non-NGB investments in the same way talent and performance work, reflecting the achievement of our two objectives. • Consult on the content of the new Governance Code for Sport in the UK, We will also agree with you, where due to be published later this year appropriate, measures of your contribution to a ‘more productive, sustainable and • Work in partnership to reduce reliance responsible sport sector’. This could include on Sport England for back-office costs, targets related to financial efficiency and develop leaner business models, and income diversification, or progress against diversify your income your governance action plan. • Support any transition from the previous We will track progress on a single dashboard award agreement and role, to a new award of the various measures outlined above. agreement and role, if there is a significant Sport England’s levels of support and difference between the two scrutiny will be proportionate to the size of • Create a web portal containing information investment and its perceived risk. and advice for the development of your submission • Issue further investment guides related to our other investment programmes • Continue to communicate with you throughout the period of our discussions, to clarify points and share useful information from other sports. Sport England – An Investment Guide for NGBs 19
Sport England 21 Bloomsbury Street London WC1B 3HF www.sportengland.org/activenation Published July 2016
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