TOWARDS AN ACTIVE NATION - SPORT ENGLAND
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SPORT ENGLAND:
TOWARDS
AN ACTIVE
NATION
Strategy
2016–2021
CONTENTS
Foreword from 04
Tracey Crouch MP
Foreword from 05
Jennie Price
Introduction 06
Sport England Strategy 08
2016-2021
Investment principles 10
How we will work 12
with partners
Investment programmes 14
Sport England investment 16
Tackling inactivity 18
Children and 20
young people
Volunteering – 22
a dual benefit
Taking sport into the 24
mass market
Supporting sport’s 26
core market
Talent 30
Local delivery 32
Facilities 34
Transforming delivery 36
Targets, insight 40
and evaluation
Other areas of work 42
Summary of 44
consultation messages
Sport England Strategy 2016-21 3
FOREWORD FROM FOREWORD FROM
TRACEY CROUCH MP JENNIE PRICE
WHEN WE PUBLISHED SPORTING FUTURE: A NEW I AM PROUD TO INTRODUCE SPORT ENGLAND’S NEW STRATEGY:
STRATEGY FOR AN ACTIVE NATION IN DECEMBER 2015, TOWARDS AN ACTIVE NATION. IT SETS OUT HOW WE WILL USE
IT MARKED THE BIGGEST SHIFT IN GOVERNMENT POLICY THE PUBLIC FUNDING AND RESOURCES FOR WHICH
ON SPORT FOR MORE THAN A DECADE WE ARE RESPONSIBLE TO BENEFIT EVERYONE IN ENGLAND
At its heart lies an unwavering focus on not underestimate the scale of the change Our vision is that everyone, regardless This means changing the balance of our
how publicly funded sport can work better that is needed across the sector, but we of their age, background or level of investment to encourage inactive people
for the taxpayer, benefitting people across should also see this as an opportunity to ability feels able to engage in sport and to become active. So 25 per cent of our
the country. do what we do well even better. It is the physical activity. Some will be young, resources over the next four years, over
beginning of an exciting journey, but the fit and talented, but most will not. We £250 million, will be focused on this group
Our focus in the future will be on the transformation will not happen overnight. want everyone to feel welcome, to find – the largest investment in tackling inactivity
benefits that sport can bring to people, something in sport and activity that meets ever made in England. We will continue to
and to society, built around a simple The legacy of hosting the Olympic their needs and for the sector to value invest in people who play sport and are
set of outcomes: physical wellbeing, and Paralympic Games has built the them as a customers. active now, including talented athletes.
mental wellbeing, individual development, foundations for this new strategy. Our aim here is to ensure they are treated
social and community development and This strategy is built on firm foundations. as valued customers by the sport system,
economic development. Public funding will London 2012 propelled this country into We have taken our lead from the
the sporting superpower bracket and it is and that those who support them do so
be directed to delivering these outcomes Government’s widely welcomed Sporting efficiently and at lower cost to the public
and success will be measured against this momentum on which so much of our Future: a new Strategy for an Active
new strategy is based. The new, stronger purse. We recognise this is a transition
improvements in each of them. Nation. We have consulted with over a that will take time, and we will offer both
role for volunteering – capitalising on the thousand stakeholders. We have looked at
We will be working to maximise sporting phenomenon of the Games Makers. The practical and financial help.
best practice in other sectors – including
success at home and internationally, to strengthening of our support for major private equity, consumer goods and the This document gives an overview of our
get more people from every background sporting events – helping to inspire a charity sector, and internationally. We strategy, but those we work with and fund
regularly and meaningfully involved in nation to take part in sport. The focus have built on our own experience, but regularly will need more details. We will be
sport, and to deliver a more productive, on under-represented groups – founded we will be adopting some completely issuing a series of investment guides for
sustainable and responsible sport sector. in what the Paralympics showcased so new approaches, including a new set the different programmes and partners,
fantastically, that sport is for everyone. of investment principles, seven new beginning with an investment guide for
The sporting landscape has changed
enormously in the last decade with shifting Sport in this country runs broader and investment programmes (replacing the National Governing Bodies. This will be
social patterns giving rise to new activities more deeply than the legacy of London thirty odd we have now) and adopting a published in June 2016.
while others decline in popularity due in 2012 though. It can have an impact on new measurement system.
I am looking forward to putting this strategy
part to unprecedented pressure on leisure almost every aspect of everyone’s life and For the first time Sporting Future has into practice, as is the whole team at Sport
time and competing demands for people’s it is this potential that we in Government, put not just what we invest but why we England. We hope you will join us.
attention. Any new strategy has to tackle along with Sport England and the sport invest at the heart of our work. We seek
these changes head on. sector will seek to achieve. Working to increase the number of people who Jennie Price
together we can fulfil the ambition of a truly engage in sport and activity, not for its own Chief Executive, Sport England
This is what Sport England’s new active nation.
investment strategy seeks to do, to sake but for the wider benefits it can bring,
put the customer first, focus on those Tracey Crouch MP in terms of physical and mental wellbeing
least active and transform how sport is Minister for Sport, Tourism and Heritage and individual, community and economic
delivered across the country. We should development. It asks us to invest where
the impact on these wider outcomes will
be greatest.
Sport England Strategy 2016-21 5
INTRODUCTION
Sporting Future redefines what success and social and community development.
RESPONDING TO NEW CHALLENGES looks like. In the behaviours we target we This will help both Sport England and the
AND OPPORTUNITIES will move away from our historic focus organisations we work with to show how
on how many people are playing one we are contributing to the Government’s
sport or another at a particular moment policy priorities, strengthening the case for
to understanding how active people are continued public investment in sport.
In December 2015 the Government • Working nationally where it makes sense overall. To capture this change we are
published Sporting Future: A New Strategy to do so (for example on infrastructure and replacing the Active people survey with As part of the development of this
for an Active Nation. It sets a bold and workforce) but encouraging stronger the new Active Lives survey to renew the strategy we consulted widely. During that
ambitious direction for sport policy which local collaboration to deliver a more sector’s confidence in the data we use. consultation, the sector encouraged us to
has been widely welcomed. It looks beyond joined-up experience of sport and activity show leadership and to make bold choices.
simple participation to how sport changes for customers We will also develop new ways of evaluating We are happy to take up this challenge and
lives and becomes a force for social good. the broader outcomes of sport, especially look forward to working with the sector to
At its heart are five outcomes: physical • Working with a wider range of partners, mental wellbeing, individual development make change happen.
wellbeing, mental wellbeing, individual including the private sector, using our
development, social and community expertise as well as our investment to help
others align their resources Prochaska and DiClemente Transtheorectical Approach in
1
development, and economic development. Handbook of Psychotherapy Integration John C Norcross,
Marvin R Goldfried (eds), OUP, 2005.
Putting this policy into practice to • Working with the sector to encourage
achieve these outcomes will mean innovation and share best practice
significant change for Sport England particularly through applying the
and for our partners. principles1 and practical learning of
behaviour change
This strategy sets out how we will
deliver this task. The key changes we
The behaviour change model below was included1 in our
are making are:
consultation and was widely welcomed. It features five key
• Focusing more money and resources on stages of behaviour that will define the interventions we
tackling inactivity because this is where make and the programmes we fund in future.
the gains for the individual and for society
are greatest
• Investing more in children and young NOT ON MY RADAR PRE-CONTEMPLATION
people from the age of five to build
positive attitudes to sport and activity as
the foundations of an active life
• Helping those who are active now
THINKING ABOUT IT CONTEMPLATION OUR VISION
to carry on, but at lower cost to the
public purse over time. Sport England WE WANT EVERYONE IN ENGLAND
will work with those parts of the sector PLANNING TO DO REGARDLESS OF AGE, BACKGROUND
that serve the core market to help them PREPERATION
SOMETHING SOON
identify ways in which they can become OR LEVEL OF ABILITY TO FEEL
more sustainable and self-sufficient ABLE TO ENGAGE IN SPORT AND
• Putting customers at the heart of PHYSICAL ACTIVITY. SOME WILL
GETTING STARTED ACTION
what we do, responding to how they BE YOUNG, FIT AND TALENTED, BUT
organise their lives and helping the sector
to be more welcoming and inclusive,
MOST WILL NOT. WE NEED A SPORT
especially of those groups currently SECTOR THAT WELCOMES EVERYONE
under-represented in sport STICKING WITH IT MAINTENANCE – MEETS THEIR NEEDS, TREATS
• Helping sport to keep pace with the THEM AS INDIVIDUALS AND
People can move back and forth through these stages
digital expectations of customers VALUES THEM AS CUSTOMERS.
Sport England Strategy 2016-21 7
SPORT ENGLAND
STRATEGY 2016-2021
AN OVERVIEW OF
OUR STRATEGY
More people from every
background regularly and
meaningfully engaging in sport
and physical activity
Inactive people becoming active
engaged in sport
More resilient habits
more people
More positive attitudes among PHYSICAL WELLBEING
young people
where we invest
More diverse volunteers
Tackling inactivity
MENTAL WELLBEING
how we work Children and young people
Improved progression and
2016
inclusion in talent development
Investment principles our
Volunteering
sport england Behaviour change contribution to INDIVIDUAL
A more productive, DEVELOPMENT
working Mass markets
sustainable and responsible
the government’s
Partnership
differently Sustaining the core market sport sector five outcomes
Insight and Evaluation SOCIAL & COMMUNITY
Working locally A more demand-led sport sector DEVELOPMENT
support for
the sector
that welcomes everyone
Facilities
Improved governance
ECONOMIC
Improved financial efficiency DEVELOPMENT
Increased and more diverse
revenue generation
Increased diversity in leadership
A diverse and
productive workforce
Sport England Strategy 2016-21 9
LINE OF SIGHT
INVESTMENT PRINCIPLES eg Reducing
eg Mental INVESTMENT KPIS
wellbeing OUTCOMES PROGRAMME
inactivity
HOW AND WHERE SPORT ENGLAND INVESTS ITS MONEY eg Inactivity
AND WIDER RESOURCES IS THE BIGGEST CONTRIBUTION WE
CAN MAKE TO SECURING THE OUTCOMES IN SPORTING FUTURE
TARGET AUDIENCE
We have drawn on our experience in recent tackling inactivity; creating regular activity
years, best practice in other sectors and the habits and helping those with a resilient
eg Older people
advice we received during the consultation habit stay that way. EVALUATION EVALUATION
to create seven investment principles. OF OUTCOMES OF KPIS
These will inform where we invest and The greatest return on the Government’s
how those investments will be supported outcomes will be realised by changing
and managed. the behaviour of individuals who are
not currently active. The balance of our
1. A clear line of sight to the investment needs to shift from people PROJECT
objectives in Sporting Future who would do this anyway to encouraging
inactive people to become active.
We will create a clear ‘line of sight’ between eg Working in Suffolk with Age UK
each investment and the contribution it can To achieve this, we will dedicate at least
make to both the overarching outcomes 25 per cent of our investment to tackling
in Sporting Future and the individual inactivity, which will more than triple our
key performance indicators (KPIs) we current investment. We will monitor the
are seeking to deliver. This will allow us proportion of our investment on the other 5. S
trike a balance between ‘bankers’ the potential for accelerator funding to be
to invest in making a wider impact on two behavioural challenges over the and ‘innovators’ allocated if they deliver good results.
people’s lives in terms of physical wellbeing, next four years, with a view to reducing Growing engagement in sport and activity We will learn from how private equity
mental wellbeing, individual development, the proportion spent on those with a is tough. We have only a few proven approaches its investments by setting
social and community development, and resilient habit. delivery models and providers we can clear targets but also evaluating potential.
economic development, rather than simply confidently back, so we need to expand We will stop investing if a project is failing
driving numbers. We will develop robust 4. G
et maximum value from all Sport the supply chain on which we rely. We will and can’t be rescued.
evaluation systems to show the England’s resources, not just our cash also set different expectations for proven 7. E
ncouraging increased efficiency
difference an investment makes to the Given the available resources, significant interventions and innovative projects.
wider outcomes, as well as measuring multiplier effects will be needed to achieve Learning from bodies like the Wellcome Our current approach has over-invested in
increased engagement. our goals. There are two ways we can do Trust, we will manage our portfolio on the supporting people who are already regularly
this. Firstly, we can persuade others to basis that 80 per cent of our investments active. In future that investment will be more
2. Ensure investment benefits limited and we will encourage the sector
under-represented groups invest alongside us. By contributing less should deliver all of our outcomes, while the
than 20 per cent of the cost of a facility we remaining 20 per cent will test new ideas. to diversify its funding from both private
We will prioritise demographic groups who can give confidence to co-investors, shape Not all will succeed but our aim will be to and other public sector sources. We will
are currently under-represented in terms its design, and encourage co-location of find a few solutions capable of delivering also encourage them to use their assets –
of their engagement with sport and physical leisure with health or education facilities. game-changing results. including data – to generate income, and
activity. This includes many different Secondly, with some partners we may not to reduce costs, for example by sharing
groups including women, older people, invest cash at all, but contribute advice and 6. R
eview our investment portfolio services. Sport England will offer both
disabled people and people from lower insight or broker a collaboration. Our work regularly and remove funding if practical and financial support to help
socio-economic backgrounds. with the outdoor sector is a good example an investment is failing and cannot this transition.
of how new insight can influence private be rescued
3. Use behaviour change to make
sector providers. We will review our investment portfolio
investment choices
more regularly, and will invest more in
We will use the behaviour change model to anything going particularly well. Several of
help guide our investment decisions. We will our programmes, such as Inactivity, have
focus on three behavioural challenges:
Sport England Strategy 2016-21 11
HOW WE WILL WORK
WITH PARTNERS
SPORTING FUTURE ENTAILS SIGNIFICANT CHANGE
BOTH FOR THE SECTOR AND SPORT ENGLAND
The prospect of change was widely We want to create new and wider Sport England will play an active role taking some specific steps to encourage
recognised and generally welcomed partnerships in the next four years, as in brokering these arrangements, and diversification of funding for those
in our consultation and is reflected well as working with existing partners in will offer active support throughout their organisations we regularly fund.
throughout this strategy. new ways. In the past we have asked some work. It is tempting for funders to stand Working with UK Sport (where we fund the
of our traditional partners – especially the back and see what happens. During our same organisations) we will set targets to
In this section we set out what this national governing bodies of sport (NGBs) consultation there was a clear message on reduce organisations’ reliance on any single
will mean for our approach to building and local authorities – to solve problems this: Sport England does most good when source of public funding and increase their
partnerships and some of the things or take on roles very different from their it stays actively involved – not in delivery, but overall level of non-public investment.
Sport England will do differently. core business. Sometimes – usually where by contributing insight, advice and support.
there has been a shared desire for change We will also work with those organisations
Sporting Future is clear that whether Sport England itself will need some to agree plans and set targets for back
an organisation receives public funding or expansion – this has worked, but often
it has not. This is going to change. We new skills to play its part in delivering this office and efficiency savings where
should be based on what it can contribute strategy, including more commercial, digital appropriate, and use our investment
to the outcomes: physical wellbeing, will collaborate and fund where there
is genuine common purpose with any and data expertise. This will be a priority cycle beginning in 2017 to encourage
mental wellbeing, individual development, as we move into the implementation phase more shared service models. We will offer
social and community development, and type of organisation that can deliver the
desired outcomes. later in 2016. We also want to reduce the practical support for these arrangements,
economic development, not on its nature or bureaucratic burden of accessing public working with the Sport and Recreation
structure. Put simply, it’s what you can do We will not, however, compromise on the funds, especially for smaller organisations. Alliance (SRA) and others to identify
that counts, not who you are. basic standards of governance that will opportunities and meet set-up costs
be required to receive public funding. We will build on the lessons learned in where long-term savings to the public
This means that, in future, Sport England our Inspired Facilities programme to
will set its budgets based on the seven We are working with the Government and purse can be made.
UK Sport to draw up a new Governance simplify all of our competitive funding
investment programmes set out below processes over the life of this strategy, Sport England will implement the
and we will work with the partners best able Code for Sport in the UK. Compliance
with that Code will be a requirement of all starting with the new Community Asset recommendations in the Triennial Review
to deliver them. Fund which will replace our Small Grants of UK Sport and Sport England on
our funding agreements from 2017. We
To ensure we make those judgements recognise that the details may need to differ programme. We will consult on and test efficiency. We will also adopt shared service
fairly and transparently, we will create a by scale and type of organisation – local our processes with current and potential models for our own operations wherever
common evaluation framework for authorities, for example, are constituted applicants to ensure these changes make appropriate, which may be with UK Sport
all proposals and investments. Given the differently to charities and NGBs – but the a real difference to users. or the other Home Nations’ Sport Councils,
variety of our work the approach cannot central principles will be the same. other Lottery Distributors or through new
We have an important role to play in helping arrangements set up for sports bodies.
be identical in all cases, but there will be the sector to become more productive
a common core based on the investment Some of the challenges inherent in this
strategy will require a long-term approach. and sustainable. We work with a number
principles described above. Over time we of organisations of different types that are
will build a single framework which allows Tackling inactivity and piloting local delivery, WE HAVE AN IMPORTANT ROLE TO PLAY
for example, will require a coalition of reliant on public money either for survival
us and our stakeholders to compare the or for key parts of their operation. This is IN HELPING THE SECTOR TO BECOME
effectiveness of different investments. Our partners, some of whom may not have
unlikely to be sustainable in the medium
expectations will be proportionate to the worked together before.
term, and Sporting Future tasks us with
MORE PRODUCTIVE AND SUSTAINABLE.
partner and the scale of our investment.
Sport England Strategy 2016-21 13
INVESTMENT
PROGRAMMES We have created seven new investment
programmes directly responding to the
policy direction set in Sporting Future.
We will seek out and back the ideas that
can help make sport a mass market
activity, including making sport more
They will replace the 30+ plus investment digitally accessible.
programmes we have now.
DURING OUR CONSULTATION 5) Supporting sport’s core market
WE WERE ENCOURAGED 1) Tackling inactivity2
We want to ensure that those who have
a strong affinity for sport – including the
TO SHOW LEADERSHIP AND At any one time 28 per cent of people in
England are inactive3. highly valuable but small-scale talent pool
TO MAKE BOLD CHOICES – are treated as valued customers by the
They face a diverse range of barriers to sport system.
activity, both emotional and practical.
They will be the highest priority for our Sporting Future highlights that public
investment because the benefits of investment has disproportionately focused
becoming active for them and for wider on supporting this part of the market and
society are the greatest. We will dedicate has built financial dependency in some
at least 25 per cent of our total resources organisations. We will work with these
to tackling inactivity and when we set our organisations to improve their sustainability
targets, we will also set a percentage of and increase efficiency.
inactive people who will benefit from our
6) Local delivery
major investment programmes.
People do not make choices about sport
2) Children and young people and activity in a vacuum. Where they live
We welcome our new remit to work with and work plays a big part in the choices
children from the age of five and recognise they make, with each community having
that our responsibility lies outside the its unique structure, relationships and
school curriculum. We will focus on geography.
pre- and post-school activities that increase
We will demonstrate the benefits of working
children’s capability and enjoyment and lay
in a more joined up way in some specific
the foundations for being active throughout
places – a mix of urban and rural – where
their lives. Children are customers of the
we will pilot new ways of working locally
sport system just as much as adults, and
and build long-term collaborations.
we will tailor our work according to their
needs and preferences. 7) Facilities
3) Volunteering – a dual benefit The places where people play sport have
a big impact on their experience and the
Volunteering has traditionally been regarded
likelihood they will come back regularly.
as an enabler for others to play sport. We
We will continue to invest in all types of
will turn this on its head, focusing on what
facilities, with a strong presumption in
the volunteer gets out of volunteering,
favour of multi-sport for our major strategic
making it easier to fit volunteering in
investments. We will also create a new
sport into a modern lifestyle, and making
Community Asset Fund to support local
volunteers more representative of society.
infrastructure.
4) Taking sport and activity into the
These seven investment programmes will
mass market
be underpinned by a new Workforce
Millions of people drop in and out of sport Strategy and a new Coaching Plan.
on a regular basis. If we can make it easier
for them to stay active, many more people
will derive the wider benefits of doing so.
2
Inactivity is defined as doing less than 30 minutes of moderate intensity activity per week. Chief Medical Officer
Sport England Strategy 2016-21 Guidelines, 2011. 3 Public Health England outcomes framework 2014. 15
In 2012-16, Sport
SPORT ENGLAND England’s strategy
allocated investment
directly through
PROJECTED INVESTMENT
2017–21
INVESTMENT
organisations and a large
number of individual
programmes.
3% VOLUNTEERING4
Our strategy will see
our 2017-2021 funding 6% MASS MARKETS
allocated through seven
INVESTMENT MADE investment programmes
based on the types
2012–16 of customers they will
help us reach.
MARKET DEVELOPMENT
VOLUNTEERING
TALENT 13% 29%
OTHER COMMUNITY AWARDS
SPORT FOR SOCIAL CHANGE INACTIVITY1 CORE MARKET
INACTIVITY
DOORSTEP CLUBS
DISABILITY
WOMEN’S SPORT
SPORTIVATE
COMMUNITY SPORT
ACTIVATION FUND
16%
SMALL GRANTS LOCAL PILOTS2
17%
NATIONAL PARTNERS CHILDREN &
EDUCATION
HIGHER & FURTHER
38% 16% YOUNG PEOPLE
FACILITIES3
NGBS
SATELLITE CLUBS
9% Note 1: Inactivity Note 3: Facilities
This represents projects totally dedicated This represents only the capital funds
SCHOOL to inactivity; some investment from other described in the Facilities section.
SPORT programmes will also target this group, We anticipate other programmes will
24% notably local delivery and facilities. Total
investment in activity over the period will
amount to at least 25 per cent; this
include an element of capital investment,
especially the local pilots.
FACILITIES will be tracked and recorded in Sport Note 4: Volunteering
England’s Annual Reports Additional funds will be invested
Note 2: Local pilots in volunteering through the core
market programme.
This represents the funding for the 10
local pilots only. Local delivery will be
relevant to all seven programmes.
Sport England Strategy 2016-21 17
TACKLING INACTIVITY
ONE OF THE MOST IMPORTANT FEATURES OF THIS STRATEGY crucial here. Programmes and projects recognise this in the new Coaching Plan
must start with the needs of the individual and Workforce Strategy both of which
IS A MUCH STRONGER FOCUS ON TACKLING INACTIVITY – offering them activities when and will prioritise improving the support for
where it suits them, and where they feel inactive individuals.
comfortable. From walking to table tennis,
rounders to swimming, we know that We must not underestimate how difficult it
Sporting Future makes it clear that in We will collaborate with Public Health these activities have a good track record of can be to make this change. If sport and
the past much of the action and funding England, relevant charities and other appealing to those who are inactive and the physical activity is not on your radar, it is
supported people who would probably organisations to join up the support key is finding something enjoyable. likely to take both time and some tailored
have been active anyway, and important as available to people at risk of (or suffering support to get involved, and even longer to
it is to ensure they continue to be catered from) these conditions to offer activities that Under-represented groups create a resilient habit. We have therefore
for, ‘the biggest gains and the best value for are safe, attractive and suit them. ring-fenced substantial resources for this
Although anyone can be inactive, there are
public investment is found in addressing the work over the next four years and will
Extensive research tells us we don’t have to some groups in society who are less likely
people who are least active’.4 monitor the reach of our major investments.
promote the benefits of sport and physical to take part regularly. We will ensure that
In 2017, at the same time as we set broader
This is based on scientific evidence. The activity. Almost everyone knows it is good much of our work is tailored to the needs
targets for engagement, we will set a target
graph5 below shows the value of getting for them, and most would like to do more. of these groups, including women and
for the percentage of previously inactive
people active from different starting points. We need to make that an easy, practical, girls, people from lower socio-economic
people to benefit from our investment.
It illustrates that although increasing the attractive choice, especially for people who groups, older people, disabled people;
activity of an already active person (say tend not to take part in sport or activity people from particular ethnic groups, and
from 200 minutes to 300 minutes a week) now: women and girls, disabled people, those with long-term health conditions.
will benefit that individual’s health, it is those in lower socio-economic groups and We will look for partners who understand
these groups best. They will not necessarily
WE WILL...
nowhere near the benefit experienced by older people. Create a new, dedicated fund of
a sedentary person who takes up even a be deliverers of sport and activity nor will
It’s tempting to stereotype people who activity take place in traditional sports £120 million to tackle inactivity over
small amount of activity. the next four years, building on
are inactive, particularly if you love sport settings. We will learn from some of our
The health benefits referred to in this chart and being active and can’t imagine not most successful pilot projects with groups the insight we gained from our Get
include reducing the risk of many chronic doing it. But people are inactive for a host such as Macmillan Cancer Support and Healthy Get Active pilots.
conditions such as type 2 diabetes, of different reasons and their habits can Mind in settings such as workplaces and
coronary heart disease, some of the vary dramatically at different times in their sheltered housing. Ensure that at least 25 per cent
most common cancers and many lives. Customer focus is a theme that runs (c£265 million) 6 of our total
mental health conditions. through our strategy and it is absolutely Coaches, volunteers and the wider sport investment over the next
workforce can make a big contribution to four years directly benefits inactive
helping inactive people get fitter, stronger people, including a proportion of our
and more confident, but this will require a funding for local delivery, children
AREA OF HIGHEST IMPACT very different approach from working with and young people, and facilities.
someone with an established habit who
wants to improve their technique. We will Work with Public Health England
to develop clear messages on the
Health benefits
Chief Medical Officer’s guidelines
MEASURING IMPACT on physical activity and deliver a
This work will contribute to the national sport and physical activity
following KPIs identified for the training programme to primary
sector in Sporting Future: healthcare professionals.
KPI 1: Increase in the Develop a collaborative
percentage of the population programme of work with leading
taking part in sport and physical health charities. The aim will be to
Sedentary 100 200 300 400 500 600 activity at least twice in the last get more people at risk of, or living
month with long-term, conditions taking
Weekly physical activity (min) part in sport and physical activity.
KPI 2: Decrease in percentage
of people physically inactive
4
Sporting Future: A New Strategy for an Active Nation page 19
5
Dose-response curve for physical activity, Nigam, 2011
6
£120m inactivity, £56m place based, £37m facilities, £10m Children
Sport England Strategy 2016-21 and Young People, £35m system costs, £7m coaching and workforce. 19CHILDREN AND YOUNG PEOPLE
is not responsible for delivering PE and
A PERSON’S ATTITUDE TO SPORT IS OFTEN SHAPED school sport, children and young people
BY THEIR EXPERIENCES AS A CHILD (and their families) do not arrange their WE WILL...
lives according to divisions of responsibility Make a major new investment
within government or between the of £40 million into projects which
This is when future champions first dream running around with friends. Children are education and sports sectors. offer new opportunities for families
of success, but it is also when the last child customers too and we will focus on their with children to get active and play
Competence and enjoyment
to be picked for the team or the disabled needs and wishes. They deserve a voice sport together.
child constantly relegated to the sidelines and choice, especially if we are to engage We will work with others to join the system
is put off sport and physical activity, groups who are under-represented even up as much as possible to deliver those Offer specialist training to at least
sometimes forever. at this early age, for example girls and two essentials: basic competence and two teachers in every secondary
disabled children. enjoyment. We will work both at primary school in England by 2020. The
Two things matter most at this age: basic and secondary school age and support aim of this will be to better meet the
competence and enjoyment.7 The sense Sport England welcomes the opportunity the provision of high quality, insight-based needs of all children, irrespective of
that ‘you can do this’ whatever your level to have a greater impact on children by the training to coaches and teachers who their level of sporting ability, and to
of ability and that you can get something extension of our remit in Sporting Future work with children outside as well as within involve them in shaping the sporting
out of it that matters to you, builds strong to cover children from the age of five, and the curriculum. We will engage families opportunities that are provided.
foundations. What matters to each child it was universally welcomed during our and children’s wider support network
varies – it might be winning, spending consultation. However, stakeholders gave to influence behaviours at an early age. Improve the experience that children
time with a parent or just the freedom of us a clear message: while Sport England Our support for the School Games will get in school through our work to
continue, taking account of the review support the effective use of the
initiated by Sporting Future to ensure recently doubled Primary PE and
its future priorities are aligned with the
INFLUENCES ON CHILDREN ON A TYPICAL DAY outcomes set by the Government.
Sport Premium funding and our
investment into the School Games.
Young people experience many transitions:
ADVERTISING
MORNING
physically and emotionally, especially Help to ensure there is a good
FAMILY around puberty; the big jump from primary sports and activity offer before
TEACHERS/ADULTS* to secondary school; moving to further or and after the school day through
OLDER/YOUNGER CHILDREN higher education. These transitions will be supporting satellite clubs and
FRIENDS exploring the new Government
DIGITAL
a focus for our work and investment. We
In addressing basic competence, we are particularly concerned with the confidence and
need to make sure that children do not investment into extending the
CELEBRITIES school
lose their enjoyment of sport and physical school day and breakfast clubs.
motivation aspects of physical literacy rather than purely the technical physical skills
activity as they move from one stage to
another and that they stay engaged. Recognise the importance of
transitions between both primary
and secondary and then to further
MEASURING IMPACT and higher education, with an
Sport England will measure the increased focus on supporting
engagement of children between inactive children and students to
the ages of 5–14 outside school take up sport and exercise.
through questioning parents in the
* Carers, group leaders, friends’ parents, teaching
Active Lives survey.
Other areas of this strategy, for example
This work will contribute to the
tackling inactivity and local delivery will also
ECONOMIC RESOURCES following KPIs identified for the
include young children, and we will improve
+ sector in Sporting Future:
SOCIAL NORMS our insight into their sporting behaviour.
KPI 6: An increase in the
assistants, dinner supervisors
percentage of young people Many sports already have excellent offers
(11–18) with a positive attitude in place for children and we will not impede
EVENING
towards sport and being active that work or displace the investment that
already supports it.
KPI 4: Increase in the
percentage of children
achieving physical literacy
Sport England Strategy 2016-21 Ref: Joan Duda paper 21
7VOLUNTEERING
VOLUNTEERS PLAY We need both to encourage different MEASURING IMPACT
types of volunteering – short term as
A SPECIAL ROLE IN well as long term, for example – and This work will contribute to the
SPORT. WITHOUT THEM, to engage people from a wider range following KPIs identified for the sector
A DUAL BENEFIT
of backgrounds. in Sporting Future:
GRASSROOTS SPORT
KPI 7: Increase in the number of people
WOULD GRIND TO A HALT We will start our new work by increasing
volunteering in sport at least twice in the
our insight in this area. We will be looking
at who volunteers, what they do, what last year.
they get out of it and how we can best
KPI 8: The demographics of volunteers
In elite sport, every athlete has a story to If we think about the outcomes the measure those numbers. We will look
in sport to become more representative
tell about an individual who helped them Government has placed at the heart outside as well as inside sport – although
of society as a whole.
take their first steps towards success. of Sporting Future, the importance those who volunteer formally are most
And the major events we host in the of volunteering is immense. If we likely to do so in sport, huge numbers
UK are now firmly identified with the encourage it for its own sake as well as of people also volunteer in education,
religion and youth work. They have a
volunteers who support them, from the an enabler for others to engage, it can
wide range of reasons for doing so8, WE WILL...
Commonwealth Games in Manchester contribute to every single one of the
and Glasgow, through the Games five values – physical wellbeing, mental as illustrated in the chart on the left. By November 2016, create a new
Makers in London 2012 to the Pack in wellbeing, individual development, strategy for volunteering in sport
Learning from others and physical activity in England.
the 2015 Rugby Union World Cup, and social and community development and
many others. economic development. Organisations like the National Citizen
Service, the Scouts, and the Prince’s Include in its objectives both
Sporting Future acknowledges this For this reason, volunteering will play a Trust, to name just three, have expertise increasing the number of people
vital contribution, but asks Sport central role in Sport England’s strategy, and models of volunteering from which who volunteer and increasing
England and the sector to look at and we will work with the sector, including we can learn. diversity among volunteers.
volunteering differently, through the eyes NGBs who engage with so many
of the volunteer. Volunteering may be volunteers, to offer extra support. This Our approach will be customer focused, Prioritise the motivations and
fundamental to sport, but what does it do prospect was warmly welcomed in our and our customers will be current needs of volunteers, as well as the
for the individual concerned? For many consultation and we were given many volunteers and people who might needs of the sports and activities
it’s an act of generosity for their club, great examples of individuals who have volunteer in future, as well as the people they support.
their children or the sport they love. But given much of their lives to supporting they support. We will use behaviour
often it benefits them personally too – others to play sport. But there was also change principles to understand the Encourage new thinking about
providing friendships or status in the local an acknowledgment that modern life picture, and as well as attracting more volunteering, valuing short – as well
community, or helping to develop skills makes it hard for many individuals to people and better supporting existing as long-term engagement, and how
needed to find paid work or enhance get involved in week in, week out. volunteers, we will seek to maximise the people can be engaged in groups
career prospects. benefits to be gained from volunteering. as well as individually.
In addition to growth in numbers, our
other priority is diversity. We want to make Ensure the new strategy includes
REASONS FOR FORMAL VOLUNTEERING 2014–15 the demographics of volunteers in sport improving digital information on
more representative of society as a whole. volunteering opportunities; support
Wanted to improve things/help people: 60% The majority of current volunteers in sport for employee volunteering through
are male, white and from more affluent a matching service to local clubs
The cause was really important to me: 40%
backgrounds. We need to keep them, and other groups; a reward system
Had spare time to do it: 33% for volunteers including ‘gold
but we also want to attract new and
Chance to use my existing skills: 32% different people. ticket’ opportunities to volunteer
Wanted to meet people/make friends: 30% at major events.
We will also support the voluntary
Connected to need of my family /friends: 26%
work done by sports club officials and Increase support for our Club
I felt a need in my community: 26% administrators which is the fuel for the Matters resource to support
Chance to learn new skills: 25% engine of competitive sport. For the volunteers working in sports clubs.
My friends/family did it: 23%
players, coaches, club members and the
sports economy their value is enormous, Make available up to £30 million
Part of my philosophy of life: 23% and we will help to recruit, retain and over the next four years to support
Part of my religious belief: 16% reward them by providing tools and the implementation of this strategy.
It helps me get on in my career: 10% support to help them run their community
I felt there was no one else to do it: 9%
clubs successfully.
Chance to get recognised qualification: 3%
None of these: 2%
Sport England Strategy 2016-21 8
UK Civil Society Almanac 2016 – Formal Volunteering: giving unpaid help through groups, clubs or organisations 23TAKING SPORT AND ACTIVITY
INTO THE MASS MARKET
We have also opened up new markets
by working with bodies like the National
Trust and the Forestry Commission.
WE WILL...
This is not about more of the same: in Identify and back innovations
each one of these examples we have that offer clear potential for
challenged ourselves and the deliverers to growth at scale, especially in
MOST OF US IN ENGLAND TOOK PART IN SPORT AND PHYSICAL think differently. Insight has helped us to under-represented groups.
understand why it’s hard for people to build
ACTIVITY AT SOME POINT LAST YEAR resilient habits and to address their needs Experiment with new ways of
more effectively. investing, such as taking equity
stakes or using loans and profit
Investment in mass markets will address share arrangements to the extent
But for every person who regularly impact. We want to make it as easy to Sporting Future’s big aspirations for
takes part in sport and physical activity book a badminton court as it is to book we are legally able.
increasing levels of engagement and
there is at least one with good intentions a restaurant. We will set standards for balance the higher costs and slower burn
who struggles to convert their motivations how data is collected to make it easy to Encourage others to invest and
of other areas like addressing inactivity. innovate in markets with the
into action. aggregate. This will allow developers to use
it to create clever solutions, in the same greatest potential by making insight
They might buy the trainers or sign up way as airline data is used by a wide range freely available, creating data
for an event but never turn up. Or they of apps to find cheap flights.
MEASURING IMPACT standards, requiring those we fund
might get stuck in sport’s revolving door, This work will contribute to the to share their data and working with
sometimes in but just as often out, knocked Our This Girl Can campaign has following KPIs identified for the the Open Data Institute to promote
off course by everyday influences like the demonstrated how campaigning can help sector in Sporting Future: the principles of shared data.
weather, an unpredictable work pattern or to nudge people into more sustainable
a single missed session. Critically, many habits. Since its start, the campaign has KPI 1: Increase in the percentage Continue to invest in national-level
of them come from the under-represented prompted 2.8m women to do some or of the population taking part in campaigning, given our leadership
groups that Sporting Future highlights. more sport. A repeated request in our sport and physical activity at position across the sector, including
consultation was for Sport England to least twice in the last month working in partnership with bodies
We want to make life easier for the millions create more consumer campaigns which such as Public Health England.
of people who are trying to be active but the sector can use, and this will be an KPI 2: Decrease in percentage
find that the physical, social and emotional important part of our work to encourage of people physically inactive Ensure Active Lives can test the
cues and incentives to act are just not growth at scale. strength of respondents’ habits not
strong or relevant enough to their lives. We KPI 3: Increase in the
percentage of adults utilising just their immediate behaviour.
need to encourage the market to create Some activities have a particularly strong
more practical solutions specifically for potential to move the market because they outdoor space for exercise/
them, and not just support those with have wide appeal and are relatively easy health reasons
well-established habits. This will be critical for people to fit into their busy lives. Millions
to driving growth in the number of people of people already take part in swimming,
who derive the wider benefits of sport – the running, cycling, outdoor activities, gym
central requirement of Sporting Future. and fitness for example. As the scope of
The answer for these people is unlikely
our work is widening to include walking THIS GIRL CAN
and dance they will also present good
to be a single great idea. We need to opportunities to appeal to a wider range The This Girl Can Swim pilots are The impact in terms of numbers and
stimulate a range of changes – some small, of people, many of them in currently different to the usual women-only feedback has been impressive.
some large – so that it is easier and more under-represented groups. swimming sessions. The experience
attractive to be physically active. is designed entirely around our target
We have already backed some initiatives audience: a relaxing, adult-only “THANK YOU... AFTER HALF A CENTURY, AND
Our focus in this area is scale – we that would fall into this category. This
want ideas that will make a difference session, often with relaxing music, ONE THIS GIRL CAN SWIM SESSION I AM
includes helping more women take up friendly helpers on hand to answer
to hundreds of thousands of people. cycling, creating This Girl Can Swim FINALLY WELL ON THE WAY TO BEING ABLE
We want to work with organisations, of questions and offer advice, and lots of
sessions with pool operators, and little things that make swimming easier TO DO FRONT CRAWL. MY MUM JOINED US,
whatever type, who have (or think they commissioning research work with the and more enjoyable (like hooks to hang
have) programmes with the mass appeal Outdoor Industry Association to encourage towels beside the pool meaning that
AND AFTER 25 YEARS, IS SWIMMING AGAIN!
of Go Ride or parkrun. And it is not just
by investing funds that we can make an
commercial investment in new markets. women don’t need to bare all until they SUPERB INSTRUCTOR-LED SESSIONS...”
are ready to swim, and high–powered GEORGINA, NOVEMBER 2015
hairdryers in the changing rooms).
Sport England Strategy 2016-21 25SUPPORTING SPORT’S
CORE MARKET
In our consultation there was strong support attend fitness classes, run or swim either
LONG-TERM ANALYSIS SHOWS THAT A THIRD OF THE ADULT for Sport England to work closely with key in informal groups or on their own. Our
POPULATION (14.4 MILLION PEOPLE) ALREADY HAVE A GENUINE providers to explore new ways of serving investment in this part of the market
existing customers more sustainably. will consider all providers, as well as the
SPORT AND PHYSICAL ACTIVITY HABIT Governance reform has already made a need to reduce the proportion of our
significant impact and there was support funding it receives.
for this to continue. Diversifying income is
recognised as a complex challenge, but
This habit enhances their quality of life,
giving them confidence, improving their
Sporting Future recognises the importance
of this core of people who engage
one that has to be tackled. Developing
effective digital platforms, seeking greater
WE WILL...
wellbeing and helping to connect them regularly, but also asks us to consider efficiencies and adopting more shared Provide insight, advice and
to other people9. the supply side of the equation. Large service models were also agreed to be funding to those who deliver
amounts of public funding have traditionally high priority areas. There was an appetite to regular players, focusing on
We must not be complacent about this supported people who already have an for increased collaboration between sports customer needs and delivering
group. Life can change at any point and established habit (including the funding and with different types of organisation, excellent experiences.
even the most ingrained habits slip. Major of talent programmes). As a result, some which Sport England would welcome and
upheavals such as moving house, changing organisations have become progressively support. Invest approximately 29 per cent
job or a new baby can significantly interrupt more reliant on public money to support of our available budget to support
this active behaviour and getting back into this market. Sporting Future highlights the Our historic relationship with NGBs means sport’s core market, which will
the routine can be tough. Minor alterations risks inherent in this for the organisations that they, out of all the suppliers in this part include our work with talent.
can also be unsettling, such as the switch of themselves, and one of its major of the market, are the ones we know best.
a regular fitness class to a different night of objectives is to make the sector more Around half of individuals who engage Recognise the key role NGBs play in
the week. modern, independent and sustainable regularly, take part in traditional sport, and supporting people who already play
in the long term. NGBs contribute significantly to the fabric regularly, and work collaboratively
The challenge is to keep people taking and infrastructure that allows them to get with them find more sustainable
part in sport when these changes happen. The Government’s strategy also makes active in this way. Sports clubs can also models to support them.
We know regularly active people with an a clear policy choice – that more public be an important focus for a community,
established habit are positive about sport funding should be directed to those who especially where other leisure options Help those organisations who
and physical activity and they like to take are least active, and less to supporting or outdoor space are limited. However, receive substantial amounts of
part in a variety of pursuits, switching those with an established habit. It is they are not the only providers for these public funding to become more
between them regularly. There needs to Sport England’s role to lead that shift of customers, many of whom go to the gym or sustainable by setting targets
be more open and attractive opportunities, funding in an effective but responsible for efficiency savings and
which make sure people keep coming way, so that the end result is not only a diversification of income, and
back for as long as they want to, whatever rebalancing of funding towards people MEASURING IMPACT providing practical support to help
happens in their lives. And when they who are least active, but also a sport and This work will contribute to the them achieve those targets.
do decide to hang up their boots in one physical activity sector that operates on a following KPIs identified for the
sport, there should be visible and viable more efficient and sustainable basis. This sector in Sporting Future: Revise our Commercial Framework
alternatives that immediately present means finding better and more efficient to help organisations reduce the
themselves. The graphic on page 28 is an ways of meeting existing customers’ KPI 1: Increase in the percentage levels of public funding through
example of how engagement can vary as needs and supporting the sector to free up of the population taking part in finding alternative sources of
life circumstances change and illustrates resources and to operate more efficiently. sport and physical activity at private investment.
the wide variety of activities, even for the least twice in the last month
most committed.
KPI 2: Decrease in percentage of
people physically inactive
KPI 19: Increase in the amount
of non-public investment into
sports bodies which are in
receipt of public investment
Sport England Strategy 2016-21 9
Taking Part Longitudinal Survey April 2011 – March 2015 27SAM’S EVEN PEOPLE TRADITIONALLY SEEN AS SPORTY,
FALL IN OUT OF SPORT AND TRY LOTS OF DIFFERENT
ACTIVITIES, AS SAM’S SPORTING LIFE ILLUSTRATES.
SPORTING LIFE
Played football and Decided to get back The 5k charity run (2001)
cricket at school into “proper football” was fun but the marathon
and college and play Sunday league training (2004) was tough
for a few seasons
Cricket stopped when Coaxed back into The gym may be Mountain bike for Sam’s
work started. 5-a-side football by a friend convenient but can 40th. Muddy fun with
was all Sam could find but birth of first be quite dull mates at the weekend
time for child meant only
one season
24
20
No. of sessions per week
16
12
8
4
1982 84 86 88 90 92 94 96 98 00 02 04 06 08 10 12 14 2016
Time
Cycling Running Football Cricket Gym
Sport England Strategy 2016-21 29TALENT
THERE ARE APPROXIMATELY 60,000 ATHLETES
IN FORMAL TALENT PATHWAYS AT ANY ONE TIME,
WITH EVEN MORE IN EDUCATION OR COMMUNITY CLUBS
While this is a small number relative to After consultation, Sport England’s
the millions involved in sport and activity vision to create the world’s best
for fun, social or health reasons, this is an sporting talent system has been
WE WILL...
important group. Our future champions simplified to two objectives: Invest in talent pathways
and heroes are in this category, and they and performance foundation
can uniquely deliver against all three of Progression programmes to give athletes a
Sporting Future’s outputs: international Develop a talent system in England that positive experience and to allow
success, more people engaging and produces higher quality athletes throughout the best athletes to achieve
ensuring a responsible, sustainable the entire pathway including Performance international success
sports industry. Foundations, while delivering a positive
experience that retains those athletes in Create metrics to measure the
While talented athletes are certainly more success of Sport England’s talent
the sport system.
active than the rest of us, they share some investment which will be developed
of the same challenges. Drop-out rates Inclusion in consultation with stakeholders
are high, precisely because the talent
environment can be tough especially on Ensure that there is equality of
opportunity and access to the talent Work closely with UK Sport to
young people with lots of other pressures clarify the talent system and allow
and interests, including their education. The system for all those with the ability
and potential, regardless of background seamless transition from England
onus is on those managing the pathway, to GB level (in relevant sports)
while identifying and nurturing the best, or circumstances.
and agree a memorandum of
to make the experience positive and understanding on working together
rewarding for all.
MEASURING IMPACT on talent
The evidence also points to our talent This work will contribute to the
system becoming in recent years more Support talented athletes with
following KPIs identified for the limited resources through the
expensive and exclusive in the race for sector in Sporting Future:
international success. If we want our Backing the Best athlete
international teams to truly represent our KPI 12: UK/home nation bursary scheme
nation, as well as be the world’s best, we performance in pinnacle World,
have some work to do to level the playing European or Commonwealth Encourage talented athletes to stay
field. The talent system should be the competitions. in education alongside their training
ultimate meritocracy where ability and through the Talented Athlete
dedication are the key success factors, Scholarship Scheme (TASS)
not money or background.
Contribute to the success of
Team England at the
Commonwealth Games
Give consideration to how the
findings of the Duty of Care
review will influence our talent
future investment
Sport England Strategy 2016-21 31You can also read
