Sport England:Towardsan ActiveNationStrategy2016–2021
Sport England Strategy 2016 – 21
ContentsForeword fromTracey Crouch MP04Foreword fromJennie Price05Introduction06Sport England Strategy2016 – 202108Investment principles10How we will workwith partners12Investment programmes14Sport England investment16Tackling inactivity18Children andyoung people20Volunteering –a dual benefit22Taking sport and activityinto the mass market24Supporting sport’score market26Sam’s Sporting Life28Talent30Local delivery32Facilities34Transforming delivery36Targets, insightand evaluation40Other areas of work42Summary ofconsultation messages443
Foreword fromTracey Crouch MPWhen we published Sporting Future: A NewStrategy for an Active Nation in December 2015,it marked the biggest shift in Government policyon sport for more than a decadeAt its heart lies an unwavering focus onhow publicly funded sport can work betterfor the taxpayer, benefitting people acrossthe country.Our focus in the future will be on thebenefits that sport can bring to peopleand to society, built around a simpleset of outcomes: physical wellbeing,mental wellbeing, individual development,social and community development andeconomic development. Public funding willbe directed to delivering these outcomesand success will be measured againstimprovements in each of them.We will be working to maximise sportingsuccess at home and internationally, toget more people from every backgroundregularly and meaningfully involved insport, and to deliver a more productive,sustainable and responsible sport sector.The sporting landscape has changedenormously in the last decade with shiftingsocial patterns giving rise to new activitieswhile others decline in popularity due, inpart, to unprecedented pressure on leisuretime and competing demands for people’sattention. Any new strategy has to tacklethese changes head on.This is what Sport England’s newinvestment strategy seeks to do: put thecustomer first, focus on those least activeand transform how sport is deliveredacross the country. We should notSport England Strategy 2016 – 21underestimate the scale of the changethat is needed across the sector, but weshould also see this as an opportunity todo what we do well even better. It is thebeginning of an exciting journey, but thetransformation will not happen overnight.The legacy of hosting the Olympicand Paralympic Games has built thefoundations for this new strategy.London 2012 propelled this country intothe sporting superpower bracket and it isthis momentum on which so much of ournew strategy is based. The new, strongerrole for volunteering – capitalising on thephenomenon of the Games Makers. Thestrengthening of our support for majorsporting events – helping to inspire anation to take part in sport. The focuson under-represented groups – foundedin what the Paralympics showcased sofantastically, that sport is for everyone.Sport in this country runs broader andmore deeply than the legacy of London2012, though. It can have an impact onalmost every aspect of everyone’s life andit is this potential that we in Government,along with Sport England and the sportsector, will seek to achieve. Workingtogether we can fulfil the ambition of a trulyactive nation.Tracey Crouch MPMinister for Sport, Tourism and Heritage
Foreword fromjennie priceI am proud to introduce Sport England’s new strategy:towards an active nation. It sets out how we willuse the public funding and resources for whichwe are responsible to benefit everyone in EnglandOur vision is that everyone, regardlessof their age, background or level ofability, feels able to engage in sport andphysical activity. Some will be young,fit and talented, but most will not. Wewant everyone to feel welcome, to findsomething in sport and activity that meetstheir needs and for the sector to valuethem as customers.This strategy is built on firm foundations.We have taken our lead from theGovernment’s widely welcomed SportingFuture: a new Strategy for an ActiveNation. We have consulted with over onethousand stakeholders. We have looked atbest practice in other sectors – includingprivate equity, consumer goods and thecharity sector, and internationally. Wehave built on our own experience, butwe will be adopting some completelynew approaches, including a new setof investment principles, seven newinvestment programmes (replacing the30 odd we have now) and adopting anew measurement system.For the first time Sporting Future hasput not just what we invest but why weinvest at the heart of our work. We seekto increase the number of people whoengage in sport and activity, not for its ownsake but for the wider benefits it can bring,in terms of physical and mental wellbeingand individual, community and economicdevelopment. It asks us to invest wherethe impact on these wider outcomes willbe greatest.This means changing the balance of ourinvestment to encourage inactive peopleto become active. So 25 per cent of ourresources over the next four years, over 250 million, will be focused on this group– the largest investment in tackling inactivityever made in England. We will continue toinvest in people who play sport and areactive now, including talented athletes.Our aim here is to ensure they are treatedas valued customers by the sport system,and that those who support them do soefficiently and at lower cost to the publicpurse. We recognise this is a transitionthat will take time, and we will offer bothpractical and financial help.This document gives an overview of ourstrategy, but those we work with and fundregularly will need more details. We will beissuing a series of investment guides forthe different programmes and partners,beginning with an investment guide forNational Governing Bodies. This will bepublished in June 2016.I am looking forward to putting this strategyinto practice, as is the whole team at SportEngland. We hope you will join us.Jennie PriceChief Executive, Sport England5
IntroductionResponding to new challengesand opportunitiesIn December 2015 the Governmentpublished Sporting Future: A New Strategyfor an Active Nation. It sets a bold andambitious direction for sport policy whichhas been widely welcomed. It looks beyondsimple participation to how sport changeslives and becomes a force for social good.At its heart are five outcomes: physicalwellbeing, mental wellbeing, individualdevelopment, social and communitydevelopment and economic development. Working nationally where it makes senseto do so (for example on infrastructure andworkforce) but encouraging strongerlocal collaboration to deliver a morejoined-up experience of sport and activityfor customersPutting this policy into practice toachieve these outcomes will meansignificant change for Sport Englandand for our partners. Working with our sector to encourageinnovation and share best practiceparticularly through applying theprinciples and practical learning ofbehaviour changeThis strategy sets out how we willdeliver this task. The key changes weare making are: Focusing more money and resources ontackling inactivity because this is wherethe gains for the individual and for societyare greatest Investing more in children and youngpeople from the age of five to buildpositive attitudes to sport and activity asthe foundations of an active life Helping those who are active nowto carry on, but at lower cost to thepublic purse over time. Sport Englandwill work with those parts of the sectorthat serve the core market to help themidentify ways in which they can becomemore sustainable and self-sufficient Putting customers at the heart ofwhat we do, responding to how theyorganise their lives and helping the sectorto be more welcoming and inclusive,especially of those groups currentlyunder-represented in sport Helping sport to keep pace with thedigital expectations of customersSport England Strategy 2016 – 21 Working with a wider range of partners,including the private sector, using ourexpertise as well as our investment to helpothers align their resourcesThe behaviour change model1 below was included in ourconsultation and was widely welcomed. It features five keystages of behaviour that will define the interventions wemake and the programmes we fund in future.Not on my radarpre-contemplationthinking about itContemplationplanning to dosomething soonpreparationgetting startedactionsticking with itmaintenancePeople can move back and forth through these
Sporting Future redefines what successlooks like. In the behaviours we target wewill move away from our historic focuson how many people are playing onesport or another at a particular momentto understanding how active people areoverall. To capture this change we arereplacing the Active People survey withthe new Active Lives survey to renew thesector’s confidence in the data we use.We will also develop new ways of evaluatingthe broader outcomes of sport, especiallymental wellbeing, individual developmentand social and community development.This will help both Sport England and theorganisations we work with to show howwe are contributing to the Government’spolicy priorities, strengthening the case forcontinued public investment in sport.As part of the development of thisstrategy we consulted widely. During thatconsultation, the sector encouraged us toshow leadership and to make bold choices.We are happy to take up this challenge andlook forward to working with the sector tomake change happen.Prochaska and DiClemente Transtheorectical Approach inHandbook of Psychotherapy Integration John C Norcross,Marvin R Goldfried (eds), OUP, 2005.1 Our visionWe want everyone in Englandregardless of age, backgroundor level of ability to feelable to engage in sport andphysical activity. Some willbe young, fit and talented, butmost will not. We need a sportsector that welcomes everyone– meets their needs, treatsthem as individuals andvalues them as customers.7
Sport EnglandStrategy 2016–2021An overview ofour strategyTackling inactivity2016sport englandworkingdifferentlyhow we workInvestment principlesBehaviour changePartnershipInsight and evaluationChildren and young peopleVolunteeringMass marketsSustaining the core marketsupport forthe sectorWorking locallyFacilitiesSport England Strategy 2016 – 21more peopleengaged in sportwhere we invest
More people from everybackground regularly andmeaningfully engaging in sportand physical activityInactive people becoming activeMore resilient habitsMore positive attitudes amongyoung peoplephysical wellbeingMore diverse volunteersImproved progression andinclusion in talent developmentA more productive,sustainable and responsiblesport sectorA more demand-led sport sectorthat welcomes everyoneImproved governanceImproved financial efficiencymental wellbeingourcontribution tothe government’sfive outcomesIndividualdevelopmentsocial & communitydevelopmenteconomicdevelopmentIncreased and more diverserevenue generationIncreased diversity in leadershipA diverse andproductive workforce9
Investment PrinciplesHow and where Sport England invests its moneyand wider resources is the biggest contribution wecan make to securing the outcomes in Sporting FutureWe have drawn on our experience in recentyears, best practice in other sectors and theadvice we received during the consultationto create seven investment principles.These will inform where we invest andhow those investments will be supportedand managed.1 A clear line of sight to theobjectives in Sporting FutureWe will create a clear ‘line of sight’ betweeneach investment and the contribution itcan make to both the overarching outcomesin Sporting Future and the individual keyperformance indicators (KPIs) we areseeking to deliver. This will allow us toinvest in making a wider impact onpeople’s lives in terms of physical wellbeing,mental wellbeing, individual development,social and community development andeconomic development, rather thansimply driving numbers. We will developrobust evaluation systems to show thedifference an investment makes to thewider outcomes, as well as measuringincreased engagement.2 Ensure investment benefitsunder-represented groupsWe will prioritise demographic groups whoare currently under-represented in termsof their engagement with sport and physicalactivity. This includes many differentgroups such as women, older people,disabled people and people from lowersocio-economic backgrounds.3 Use behaviour change to makeinvestment choicesWe will use the behaviour change model tohelp guide our investment decisions. We willfocus on three behavioural challenges:Sport England Strategy 2016 – 21tackling inactivity, creating regular activityhabits and helping those with a resilienthabit stay that way.The greatest return on the Government’soutcomes will be realised by changingthe behaviour of individuals who arenot currently active. The balance of ourinvestment needs to shift from peoplewho would do this anyway to encouraginginactive people to become active.To achieve this we will dedicate at least25 per cent of our investment to tacklinginactivity, which will more than triple ourcurrent investment. We will monitor theproportion of our investment on the othertwo behavioural challenges over thenext four years, with a view to reducingthe proportion spent on those with aresilient habit.4 Get maximum value from all SportEngland’s resources, not just our cashGiven the available resources, significantmultiplier effects will be needed to achieveour goals. There are two ways we can dothis. Firstly, we can persuade others toinvest alongside us. By contributing lessthan 20 per cent of the cost of a facility wecan give confidence to co-investors, shapeits design, and encourage co-location ofleisure with health or education facilities.Secondly, with some partners we may notinvest cash at all, but contribute advice andinsight or broker a collaboration. Our workwith the outdoor sector is a good exampleof how new insight can influence privatesector providers.
line of sighteg MentalwellbeingOutcomesINVESTMENTPROGRAmmEKPISeg Reducinginactivityeg InactivityTarget audienceeg Older peopleevaluationof outcomesevaluationof kpisProjecteg Working in Suffolk with Age UK5 Strike a balance between ‘bankers’and ‘innovators’Growing engagement in sport and activityis tough. We have only a few provendelivery models and providers we canconfidently back, so we need to expandthe supply chain on which we rely. We willalso set different expectations for proveninterventions and innovative projects.Learning from bodies like the WellcomeTrust, we will manage our portfolio on thebasis that 80 per cent of our investmentsshould deliver all of our outcomes, while theremaining 20 per cent will test new ideas.Not all will succeed but our aim will be tofind a few solutions capable of deliveringgame-changing results.6 Review our investment portfolioregularly and remove funding ifan investment is failing and cannotbe rescuedthe potential for accelerator funding to beallocated if they deliver good results.We will learn from how private equityapproaches its investments by settingclear targets but also evaluating potential.We will stop investing if a project is failingand can’t be rescued.7 Encouraging increased efficiencyOur current approach has over-invested insupporting people who are already regularlyactive. In future that investment will be morelimited and we will encourage the sectorto diversify its funding from both privateand other public sector sources. We willalso encourage them to use their assets –including data – to generate income, andto reduce costs, for example by sharingservices. Sport England will offer bothpractical and financial support to helpthis transition.We will review our investment portfoliomore regularly, and will invest more inanything going particularly well. Several ofour programmes, such as Inactivity, have11
How we will workwith partnersSporting Future entails significant changeboth for the sector and Sport EnglandThe prospect of change was widelyrecognised and generally welcomedin our consultation and is reflectedthroughout this strategy.In this section we set out what thiswill mean for our approach to buildingpartnerships and some of the thingsSport England will do differently.Sporting Future is clear that whetheran organisation receives public fundingshould be based on what it can contributeto the outcomes: physical wellbeing,mental wellbeing, individual development,social and community development andeconomic development, not on its nature orstructure. Put simply, it’s what you can dothat counts, not who you are.This means that, in future, Sport Englandwill set its budgets based on the seveninvestment programmes set out on pg15 and we will work with the partners bestable to deliver them.To ensure we make those judgementsfairly and transparently, we will create acommon evaluation framework forall proposals and investments. Given thevariety of our work, the approach cannotbe identical in all cases, but there will bea common core based on the investmentprinciples described above. Over time wewill build a single framework which will allowus and our stakeholders to compare theeffectiveness of different investments. Ourexpectations will be proportionate to thepartner and the scale of our investment.Sport England Strategy 2016 – 21We want to create new and widerpartnerships over the next four years,as well as working with existing partners innew ways. In the past we have asked someof our traditional partners – especially thenational governing bodies of sport (NGBs)and local authorities – to solve problemsor take on roles very different from theircore business. Sometimes – usually wherethere has been a shared desire for changeor expansion – this has worked, but oftenit has not. This is going to change. Wewill collaborate and fund where thereis genuine common purpose with anytype of organisation that can deliver thedesired outcomes.We will not, however, compromise on thebasic standards of governance that willbe required to receive public funding.We are working with the Government andUK Sport to draw up a new GovernanceCode for Sport in the UK. Compliancewith that Code will be a requirement of allour funding agreements from 2017. Werecognise that the details may need to differby scale and type of organisation – localauthorities, for example, are constituteddifferently to charities and NGBs – but thecentral principles will be the same.Some of the challenges inherent in thisstrategy will require a long-term approach.Tackling inactivity and piloting local delivery,for example, will require a coalition ofpartners, some of whom may not haveworked together before.
Sport England will play an active rolein brokering these arrangements andwill offer active support throughout theirwork. It is tempting for funders to standback and see what happens. During ourconsultation there was a clear message onthis: Sport England does most good whenit stays actively involved – not in delivery, butby contributing insight, advice and support.Sport England itself will need somenew skills to play its part in delivering thisstrategy, including more commercial, digitaland data expertise. This will be a priorityas we move into the implementation phaselater in 2016. We also want to reduce thebureaucratic burden of accessing publicfunds, especially for smaller organisations.We will build on the lessons learned inour Inspired Facilities programme tosimplify all of our competitive fundingprocesses over the life of this strategy,starting with the new Community AssetFund which will replace our Small Grantsprogramme. We will consult on and testour processes with current and potentialapplicants to ensure these changes makea real difference to users.We have an important role to play in helpingthe sector to become more productiveand sustainable. We work with a numberof organisations of different types that arereliant on public money either for survivalor for key parts of their opera
along with Sport England and the sport sector, will seek to achieve. Working together we can fulfil the ambition of a truly active nation. Tracey Crouch MP Minister for Sport, Tourism and Heritage whEn wE publiShEd Sporting FuturE: a nEw StratEgy For an activE nation in dEcEmb