NGB Engagement Days Youth Sport Trust and Sport England ‘Challenges and Opportunities’ January 2010

CSR – its impact on sport Sport England - 33% cut in Exchequer Revenue over 4 years And a 40% cut per year in Exchequer capital UK Sport – 28% reduction in Exchequer funding over 4 years 26% reduction in local authority funding over four years

But More lottery funding Return to the four pillars End of Olympic ‘take’ in 2012/13 Dependence on ticket sales

More broadly: Structural changes in the NHS No RDAs Fewer cross Departmental programmes Less money in the third sector

Key emerging trends Asset transfer More local decision making Less ring fencing of spend, more devolution to individuals Transparency and public accountability, not targets

Challenges Less money in the system Change is ubiquitous Fewer 'grey heads' Speed at which decisions need to be made

Opportunities Radical solutions will get on the table Efficiency and economic sustainability will drive decision making Localism should create more flexibility Prevention is cheaper than cure

Changing times, same focus PE, School Sport and YST Steve Grainger

EDUCATION CONTEXT EDUCATION LEAVING AGE/HE FEES SCHOOL FUNDING CHANGES (PUPIL PREMIUM) END TO PESSYP STRATEGY AND TARGETS PE/SCHOOL SPORT INFRASTRUCTURE CHANGES EDUCATION WHITE PAPER

POLICY CHANGES  School autonomy  An end to centrally driven programmes

STRUCTURAL CHANGES  Old and ‘New’ Academies  Free schools  Specialism changes

CURRICULUM CHANGES  Curriculum freedoms  Changes in examinations and assessments

NGB funding NGBs largely protected from the impact of CSR approaching half way mark in cycle emphasis on performance and value for money and demonstrating an NGB lead system can deliver growth in participation

Progress to date against the one million target Source: Sport England’s Active People results to October APS1 to APS2 growth is drawn as a ‘straight line’ as there was no interim reporting

Current Government approach want to see a clear return for the investment of public funds remain committed to growing participation no appetite to change the system mid-cycle focus is on doing a few things well - NGB investment and delivering the legacy plans

What we have learned the most effective plans are participant-centric develop based on experience and feedback rarely depend on a 'silver bullet' but do have a 'product' for mass/casual participation

What happens next feedback from 18 month reviews clear action plans for sports not meeting grow and sustain targets maximum support for delivery will act this year if no prospect of achieving targets

Local Government environment spending cuts will impact on sport facilities, people and policy making regional layer of resources also disappearing New role in public health is a major opportunity CSPs have an even more vital role to play

TIME FOR ACTION Looking 'Outwards and Forwards‘ NOT 'Inwards and Backwards'

A DIFFERENT YST Smaller (but refocused) organisation Sport and Education directorates each with: Solutions Managers (finding answers) Area Development Managers (local presence & implementation)

COMPETITION & TALENT  INTRA & INTER SCHOOL COMPETITION  MULTI SKILL DEVELOPMENT  LIFESTYLE MGT SUPPORT

PARTICIPATION & ENGAGEMENT  SCHOOL CLUBS  ENGAGING THE NON ENGAGED  HEALTH & ACTIVITY

COACHING & VOLUNTEERING  YOUNG AMBASSADORS  SCHOOL SPORT COACHES  YOUNG OFFICIALS & EVENT VOLUNTEERS

PE  PRIMARY  SECONDARY  SEN  ITT

SPECIALISM  BEHAVIOUR & ETHOS  CURRICULUM SUBJECTS  INTERNATIONAL SCHOOL LINKING

A DIFFERENT INFRASTRUCTURE Retention of a national network of “School Sport Partnerships” “SSCo type” role – PE teacher in every secondary school released for one day a week – own school and primary schools “PDM type” role – responsibility across a number of schools (SSP) to increase take up of competitive sport and engage the last active young people Different communication channels, different capacity and different context

A DIFFERENT RELATIONSHIP WITH NGBs Defining world class school and youth sport Working with NGBs as “Sport Partners” Working with NGBs to self review against the world class pieces Agreeing most important improvement areas with NGBs Work with schools/education partners to implement the improvement Driving forward agreed priority areas to drive real change

A DIFFERENT FOCUS – SCHOOL GAMES LEVEL ONE – Intra school competition (within school) progression to LEVEL TWO – Inter school competition (between schools) at “district/SSP” level progression to LEVEL THREE – Finals/Celebrations of inter school competition at county/sub-regional level natural break as NGBs embed within their performance systems LEVEL FOUR – National level multi sport competition for the most talented school age athletes – residential

SCHOOL GAMES – our challenges Building on the best but not simply more of the same New formats to include more schools and YP – simple & progressive Focus on improving regularity – formats to take account of this Improving the reach and depth of those involved – B, C, D teams etc Major focus on Disability – formats, classification, modification Size of workforce required – real opportunities to build on YP Must be linked to club and coach development work Really reinforce the new vision for competitive school sport – this isn’t about more of the ‘same old’ – new formats, changes to the workforce (young team managers, officials, coaches, event organisers), regularity (...not just the top school but which school has the most teams and puts them out most regularly), inclusive (disability formats, clarity on groupings/classification, how to modify mainstream competition to include YDP)

TIME FOR ACTION Using our influence