2. Implementing an Active Nation: Sport England’s Strategy and Funding
19 February, 2018
Implementing an Active Nation: Sport England’s Strategy and Funding
Nick Lockwood Sport England
April 2017

3. 19 February, 2018
Aims of presentation
Good understanding of Government and Sport England strategies and Key themes
Better awareness of Behaviour Change and Customer focus
Overview of Sport England’s funding programmes
Community Asset Fund – What you need to know
Tools and resources which can help
Community fundraising
Code of Governance
Club Matters
Community asset transfer
Use our school

4. Government Strategy: Sporting Future
19 February, 2018
Government Strategy: Sporting Future
Outcomes
Physical
Wellbeing
Mental
Wellbeing
Individual Development
Social and
Community Development
Economic Development
Increase in % pop meeting CMO guidelines
Decrease in % pop inactive
(5-18s, 19-64s and 65+)
Improved subjective wellbeing
Levels of perceived self-efficacy
Levels of social trust
Gross Value Added by sport sector
Outcome measures
The starting place is the context in which we are operating.
The dominant theme is the Government Outcomes.
The principle is investment in a purpose rather than just for sports sake – the purpose is the 5 outcomes.
These outcomes are not abstract – they are specific and will be measured.
As a result any partner will need to prove a causal link to what is being measured.
These outcomes break down into 2 broad tasks.
More people from every background regularly and meaningfully taking part in sport and physical activity
A more productive, sustainable and responsible sport sector

5. Sport England Strategy: Towards An Active Nation
Social and Community Development
Individual Development
Mental
Wellbeing
Physical
Economic Development
Outcomes +
Customer Focus
How we think
How we decide
Seven investment principles
This is an attempt to put out strategy on a single PPT slide.
It starts with our shared outcomes with Government – that is the purpose in which we invest.
How we will think about approaching these outcomes will be through 1) customer focus and 2) behaviour change.
We talked about this way of thinking during our consultation and had it reinforced back to us throughout.
How we will decide what we will do with and manage our money will be through 7 investment principles.
We will have 7 programmes in which we invest.
1. Why inactivity? Because it will bring the biggest gains and best value for public investment. 25% of our total investment. Some of our newest partners will work with us here.
2. CYP – building stronger foundations through basic competence and enjoyment – 2 big new investments – insight led teacher training to appeal to the many not the few (2 teachers in every secondary school) and a dedicated £40m fund for families which is particularly important for younger children
3. Volunteering – a Dual Benefit – big benefit for grassroots sport but also a big benefit for the individual. We want more people volunteering and more diversity. We need to understand volunteer motivations better. Right now we are increasing investment in club matters and by November we will have a new strategy with a £30m fund.
4. Mass Markets – taking sport and activity to the mass market – b/h change challenge number 2. We want to find some ideas that have significant potential. Digital innovation here is key and also national level campaigning to shift the mass markets i.e. TGC.
5. Core Market – the third of people that play now – but its remember the market is people and not suppliers. Continuing a resilient habit – predominantly where we see NGBs making a contribution. Its about excellent experiences. Its also the talented (progression and inclusion). We need to deliver here at lower cost to the public purse.
6. Local Delivery – lots of work here now but big new thing is the 10 pilots which will have significant human and financial support - £130m approx. Not the only thing we are doing locally – nearly everything impacts locally somewhere.
7. Facilities – its about easy access to the right facilities – for the FA and football it means a major investment in ‘Parklife’ and Football Foundation
And the strategy will be underpinned by a new strategy for workforce, a new strategy for coaching and a new method of measurement which is Active Lives.
What we invest in
Tackling inactivity
Children and young people
Mass market
Core market
Volunteering
Facilities
Local delivery
Underpinned by
Workforce
Coaching
Active Lives

6. SPORT ENGLAND’S VISION
19 February, 2018
SPORT ENGLAND’S VISION
We want everyone in England
regardless of age, background or level of ability to feel able to engage in sport and physical activity. Some will be young fit and talented, but most will be not. We need a sport sector that welcomes everyone – meets their needs, treats them as individuals and values them as customers. .
We do have a new vision – and it is different.
Traditionally we have started with the people that play sport now and those that are talented.
Our vision turns it on its head.
We start with the many – not the few!
We want everyone in England regardless of age, background or level of ability feeling able to engage in sport and physical activity.
Some will be young, fit and talented (or any combination of these 3) but most will not.
To deliver this we need is a system that welcomes everybody and is customer focussed and thinks about customer needs.

7. Key themes Investing for a purpose, not sport for sport’s sake
19 February, 2018
Investing for a purpose, not sport for sport’s sake
Behaviour change
Customer focus
Under-represented groups
Children and young people
Wider partnerships
Governance and efficiency
A new approach to measurement and evaluation

8. We are all somewhere on a behavioural journey…
Firstly – to be totally clear – what do we actually mean by ‘behaviour change’?
When we talk about ‘behaviour change,’ we’re really just talking about understanding people… how we all tick, why we do the things we do, and how we change…
And, of course, we are especially interested in understanding people when it comes to their relationship with sport and physical activity. This is so that we can design our investments so that they work with human nature. If we design ways to help people get active, and stay active, so that they ‘go with the grain,’ then we can be more confident that they’ll work.
Behaviour Change is certainly not rocket science… it is incredibly intuitive because we all know what it’s like to be human!
So what do we know about human nature and how people behave when it comes to sport and physical activity?
Changes in behaviour can be thought of as a journey…
When we change our behaviour it happens in a sequence
We go through a number of steps – although of course we’re not aware of it at the time
Move through them in order – [quick run through steps] - it can take one person a matter of days, and another person years
And we often move backwards too…
Essentially our preferences and our behaviours are not fixed… they are fluid and can change to fit our circumstances.
And why this is important, is that this has given us a refined perspective on what it means to be an ‘Active Person.’ And what is actually realistic to aim for if we’re trying to help more people to have an ‘Active Life’ – basically – how we can help more people to be ‘sticking with it’ and getting all the social benefits that brings.

9. We now know what the realities of an ‘active life’ are:
19 February, 2018
We now know what the realities of an ‘active life’ are:
Things get in the way sometimes – but I get back into it as soon as I can
I’m active most of the time (more often than not!)
So we now know that, in reality, the majority of people with active lifestyles are likely to be:
Active most of the time… but not necessarily ALL of the time (e.g. holidays!) – more active than not
Likely to be doing a mix of activities - unlikely to have a single sport habit for life – but instead choose the things that make the most sense at any given time
Changes and breaks in activity are normal – and people who are active for longer periods of time experience this too – but have a sort of resilience that means that they get back into activity again
And sport is an important part of the equation – but wider lifestyle physical activities are too – things like walking and cycling for travel etc.
And at a basic level we are aiming to help more people, be more like this, more of the time. Which is a shift from the aim of our previous strategy… which was aiming for the same levels of activity from people, week in week out.
I’m sometimes doing some sort of sport but as part of a wider active lifestyle (walking or cycling to work etc.)
I do the activities that make the most sense for me at a particular point in time – and that mix can change over time

10. But there are some major behavioural challenges that get in the way:
19 February, 2018
But there are some major behavioural challenges that get in the way:

11. The gap between intention and action
19 February, 2018
Challenge ONE
But our research has also highlighted that there are some major stumbling blocks that people experience when trying to have this active lifestyle. So I’m about to take you through three concepts that are going to be real focus areas for us with our new strategy.
And we have identified them as major behavioural challenges to focus on because; 1. they impact on many millions of people, AND 2. the sector doesn’t currently respond to them well.
Firstly…
For the people who are at the earlier stages of the change journey, we often think that we need to change their ‘minds’ about sport and physical activity, and that their behaviour will then follow. If we convince people that sport is fun, and exercise has lots of benefits, then they’ll be more inclined to do it.
BUT we now know the challenge is NOT a matter of mind-set. In fact, the vast majority of people know that exercise is good for you. We know it’s good for health, and wellbeing, and weight control… and all those other good things. We feel it’s what we ‘should’ be doing.
Not only do most people know that they should be more active, but we also say that we want to be more active. We genuinely intend to. We tell ourselves that we are going to do it… maybe next week, next month, next year… before that big birthday, before that big holiday.
Whilst we all know that exercise is the very best thing that we could do for ourselves in the long run, it rarely seems like best thing that we could do RIGHT NOW. We are much more inclined to do what feels good now, not what feels right for the future.
Very many people are stuck in this pattern of inertia. We feel guilty about it, worry about it, beat ourselves up about it… but don’t act on it. This is the intention-action gap.
And many millions of people are experiencing this challenge at any given time – recent research tells us that around a quarter of the population intend to engage in more physical activity, but fail to follow through with that intention.
NB. There is a more detailed profile of inactive audiences now available – please see Sport England’s website under ‘Tackling Inactivity’ for a more detailed segmented view of the complex behaviours associated with inactivity.
The gap between intention and action

12. Building a sport or physical activity habit is really hard!
19 February, 2018
Challenge TWO
Which leads us nicely onto our second behavioural challenge… That doing something once, twice, or even three or four times does not guarantee that we will stick with it.
Building any new habit is difficult… and building a new sport or physical activity habit is really really hard. We start off with all the best intentions, but a few days or weeks in, we find ourselves slipping back to our old ways.
This is because an unavoidable truth about the behaviour we are trying to influence – is that it’s a lot of hard work. Physically and psychologically, we have to put in a lot of effort to do it. And every experience requires all that effort UNTIL it starts to become more of a habit… by which I mean it starts to become more ‘automatic,’ second nature, like cleaning your teeth. And you know you’re there, if it would feel weird if you didn’t do it.
And sometimes people get active for periods of time for reasons that are nothing to do with activity – e.g. doing a charity fundraising run like Race for Life, or a fun run like the Colour Run for a unique experience with friends – and then default back to being less active.
What this can lead to is a sort of ‘revolving door’ relationship with physical activity. When we are active for a while, but struggling to convert to activity that lasts.
Around a third of the adults in the country are somewhere in the ‘revolving door’
So how do we make it easier for people to stick at it? To build strong habits?
We can’t, of course, make it easier to actually do physical activity… but we can make the rest of the experience (the bits that wrap around) as easy and hassle-free as possible… everything from easier ways to find information, better websites, speedier booking systems, more helpful receptionists, larger lockers, good hairdryers… the list of small things that can make building a habit easier is endless.
Because building habits is all about how many times we repeat something, and how rewarding it feels to do it
So you will see that the strategy places a lot of emphasis on driving our partners to fixate obsessively on the ease and simplicity of the experiences they provide – removing hassle and making them easier, so that people are more likely to do it again and again. Many other sectors have focussed on this, and to great effect, there’s really no reason why sport and physical activity can’t too.
Two thirds of adult population and - in reality – anything that reaches this audience will also reach ‘Core Market’ first… this is why it’s ‘mass’ market! When we design for this audience – the core market gets there first! (E.g. swimming pilots have demonstrated this).
Some sports will cross the core and mass markets e.g. Swimming – 41% only swim! Huge amount of churn – and those people churn in and out of overall activity (not just swimming!) so they have opportunities with this audience (as well as the core).
Building a sport or physical activity habit is really hard!

13. Even with a strong habit - life gets in the way
19 February, 2018
Challenge THREE
Our last major challenge is that – even when people have built a strong habit – we cannot take them for granted!
We know that, even for the most committed, sometimes the big moments in life get in the way and can really disrupt sport and physical activity habits.
We know from our survey data that experiences such as moving from school to college to university, moving home, loss of income, having children, injuries and ill health… these are all major practical and emotional disruptions in our lives that shake our habits.
Some people bounce back, but many find it hard to get active again in a way that fits their new circumstances. Some groups such as lower income groups seem to be more effected than others.
We cannot – of course – rid people of the disruptions in life. They are here to stay.
The aim is that, when our circumstances change - and therefore what we need from sport and activity changes – that the next opportunity that fits our new life is clear to us. And that means that all of the organisations who deliver primarily to the most active people, have a responsibility to help them to bridge those moments of disruption.
So you will see that our new strategy is clear in seeking to reward collaboration between organisations who delivery sport and activity, and not to drive competition… so that the aim is to keep people WITHIN activity in general rather than a single activity in specific.
So – thinking about all of these challenges that people face in getting active. You can see that, at the moment, it really does take a huge amount of resilience to maintain an active lifestyle – to stick with it. It is sort of a survival of the fittest situation… literally… And in many instances it seems to be almost in spite of the system, not because of it.
Even with a strong habit - life gets in the way

14. Recap - 3 major challenges and ‘markets’:
Tackling inactivity
Mass market
Not thinking about it or think about it (for ages!)
Creating regular activity habits is really hard
Even for those with strong habits – life gets in the way
So we need to encourage a population level behaviour change journey!
Three major challenges that are not currently addressed well by our sector
How these map to the ‘markets’ and investment programmes that we’ve identified in our strategy
Core market

15. Investment principles
19 February, 2018
Investment principles
Clear line of sight to outcomes and KPIs
Targeting under-representation
Using behaviour change
More than a bank
Balanced portfolio – bankers and innovators
Flexible investment and regular reviews
Greater efficiency
1. A clear line of sight to the objectives in Sporting Future
We will create a clear ‘line of sight’ between each investment and the contribution it can make to both the overarching outcomes in Sporting Future and the individual key performance indicators (KPIs) we are seeking to deliver. This will allow us to invest in making a wider impact on people’s lives in terms of physical wellbeing, mental wellbeing, individual development, social and community development, and economic development, rather than simply driving numbers. We will develop robust evaluation systems to show the difference an investment makes to the wider outcomes, as well as measuring increased engagement.
2. Ensure investment benefits under-represented groups
We will prioritise demographic groups who are currently under-represented in terms of their engagement with sport and physical activity. This includes many different groups including women, older people, disabled people and people from lower socio-economic backgrounds.
3. Use behaviour change to make investment choices
We will use the behaviour change model to help guide our investment decisions. We will focus on three behavioural challenges: tackling inactivity; creating regular activity habits and helping those with a resilient habit stay that way. The greatest return on the Government’s outcomes will be realised by changing the behaviour of individuals who are not currently active. The balance of our investment needs to shift from people who would do this anyway to encouraging inactive people to become active. To achieve this, we will dedicate at least 25 per cent of our investment to tackling inactivity, which will more than triple our current investment. We will monitor the proportion of our investment on the other two behavioural challenges over the next four years, with a view to reducing the proportion spent on those with a resilient habit.
4. Get maximum value from all Sport England’s resources, not just our cash
Given the available resources, significant multiplier effects will be needed to achieve our goals. There are two ways we can do this. Firstly, we can persuade others to invest alongside us. By contributing less than 20 per cent of the cost of a facility we can give confidence to co-investors, shape its design, and encourage co-location of leisure with health or education facilities. Secondly, with some partners we may not invest cash at all, but contribute advice and insight or broker a collaboration. Our work with the outdoor sector is a good example of how new insight can influence private sector providers.
5. Strike a balance between ‘bankers’ and ‘innovators’
Growing engagement in sport and activity is tough. We have only a few proven delivery models and providers we can confidently back, so we need to expand the supply chain on which we rely. We will also set different expectations for proven interventions and innovative projects. Learning from bodies like the Wellcome Trust, we will manage our portfolio on the basis that 80 per cent of our investments should deliver all of our outcomes, while the remaining 20 per cent will test new ideas. Not all will succeed but our aim will be to find a few solutions capable of delivering game-changing results.
6. Review our investment portfolio regularly and remove funding if an investment is failing and cannot be rescued
We will review our investment portfolio more regularly, and will invest more in anything going particularly well. Several of our programmes, such as Inactivity, have the potential for accelerator funding to be allocated if they deliver good results. We will learn from how private equity approaches its investments by setting clear targets but also evaluating potential. We will stop investing if a project is failing and can’t be rescued.
7. Encouraging increased efficiency
Our current approach has over-invested in supporting people who are already regularly active. In future that investment will be more limited and we will encourage the sector to diversify its funding from both private and other public sector sources. We will also encourage them to use their assets – including data – to generate income, and to reduce costs, for example by sharing services. Sport England will offer both practical and financial support to help this transition

16. Sport England Investment
19 February, 2018
Sport England Investment

17. 7 Investment programmes
19 February, 2018
7 Investment programmes
Tackling inactivity
to help the 28 per cent of people in England who don’t do any sport or physical activity
economic-disadvantage/
2. Children and young people
to work with children from the age of 5 to increase children’s basic competence and enjoyment
Inactivity – targeting funding to help the 28% of people in England who don’t do any sport or physical activity. Small change makes huge diff.
Fund: Tackling Inactivity and Economic Disadvantage
Value: £3 million National Lottery
Opening: mid-April 2017
Anticipated size of bids: £2m pot – up to a maximum of £500,000; £1m pot – a range from £10,000 to £100,000.
Full details and prospectus: mid-April 2017
Invitation for applications: mid-April 2017
Children and Young People – a new responsibility for children over the age of five years old. Focus on building basic competence and enjoyment. how we can work with you to create more opportunities for children to improve skills and have fun being active outside of school time
Colleges - Applications opened on 13 February 2017 and will close at 5pm on Monday 20 March 2017
Families Fund
For this investment, we are looking to make a difference to families with children aged 5-15, with a focus on low income families and families living in areas of high deprivation.
encourage families to plan and take decisions together, with children involved in shaping how they and their families are active.
Following our series of workshops throughout April and May, the application process will open.
Submission of an expression of interest form will open 19 May 2017 and close 14 July 2017 at 3pm.
Please remember, there will be the opportunity for organisations to attend further workshops and apply for funding in future rounds over the next four years. Later workshops and submission dates will be shared on our website in due course.

18. 7 Investment programmes
19 February, 2018
7 Investment programmes
3. Volunteering focusing on the motivations and needs of the volunteers so that volunteering in sport attracts more people from a wider range of backgrounds 4. Identifying Mass Market opportunities focusing on the sports and activities that have mass appeal and can get large numbers of people active
Volunteering – focusing on the motivations and needs of the volunteers, rather than the activities they’re supporting.
Potentials Fund targets children and young people aged 10 to 20 (with a particular focus on year-olds)
Opportunity Fund targets people, especially adults, from disadvantaged areas
Note : EOI’s closed 24th April
Taking sport and activity into the mass market – focusing on the sports and activities that have mass appeal and can get large numbers of people active.

19. 7 Investment programmes
19 February, 2018
7 Investment programmes
5. Supporting core market
supporting those who already have a strong affinity for sport in a more efficient and sustainable way
6. Local delivery
exploring new ways of working locally by investing in up to 10 specific areas to pilot new, more joined up approaches to getting people active
Supporting sport’s core market (inc talented athletes) – supporting those who have a strong affinity for sport, whichever activity they do.
Keeping people active when life changes
Helping to support the people who drop out more than others
We expect to make individual awards of between £50,000 and £500,000
Fund opens: 24 March 2017
Anticipated size of bids: £50,000 - £500,000
Anticipated length of project: up to four years
Expression of interest deadline: 5pm on 22 May 2017
Initial decisions: from July 2017
We’re interested in working with a range of partners, both inside and outside the sport industry, who have the ability to engage with active people at different life changes and help under-represented groups stay activ
Local delivery – working in specific areas to pilot joined up approaches to getting people active, including intensive work and support in 10 places (a mix of urban and rural) across England
Facilities – continue to invest in all types, with strong presumption in favour of multi-sport for major investments. Also create a new Community Asset Fund to support smaller projects.

20. 7 Investment programmes
19 February, 2018
7 Investment programmes
7. Facilities
Creating welcoming sports facilities – with a new Community Asset Fund, and continuing its successful Strategic Facilities Fund, prioritising multi-sport facilities and, wherever possible, co-locating them with other local services
Taking sport and activity into the mass market – focusing on the sports and activities that have mass appeal and can get large numbers of people active.
Supporting sport’s core market (inc talented athletes) – supporting those who have a strong affinity for sport, whichever activity they do.
Keeping people active when life changes
Helping to support the people who drop out more than others
We expect to make individual awards of between £50,000 and £500,000
Local delivery – working in specific areas to pilot joined up approaches to getting people active, including intensive work and support in 10 places (a mix of urban and rural) across England
Facilities – continue to invest in all types, with strong presumption in favour of multi-sport for major investments. Also create a new Community Asset Fund to support smaller projects.

21. Sport England – investment opportunities
Investment Programme
Fund
Available funding
Range of investment
Date open
Deadline
Inactivity
Active Ageing
£10m
£50k-£500k
Open
EOI 13th Feb 17
Lower-socio-economic groups
£2m
£1m
£10k-£100k
Up to £500k
TBC
EOI phase TBC
FE Colleges
£5m
£60-£150k
20th March 17
Children and Young People
Children and Families
Volunteering
Opportunities Fund
£3m
Anticipated £50k PA (over 3 years)
EOI 24th April 17
Potentials Fund
Core Market
Supporting Core Market
Up to £20m over 4 years
24th March
EOI 22nd May 17
Small Grants
£6m
£300-£10k
Ongoing
Local Delivery
£40m
N/A
EOI 31st March 17
Facilities
Community Asset
£15m
£1k-£150k
Strategic
£500k-£2m

22. Community Asset Fund – Key Facts
19 February, 2018
Community Asset Fund – Key Facts
Value: £15 million annual budget
What for Capital-led facility developments which we may provide pre or post-revenue support
Anticipated size of bids: £1,000 to £150,000
Small scale grants for emergency or immediate projects £1,000 to £15,000
Medium scale “typical awards” £15,000 to £50,000
Local authority/education can apply up to £150,000 but will require minimum £1:1 partnership funding
Bids: From January 30th 2017 (no closing date)
Awards: February 2017 onwards
Who for: All organisations welcome

23. Why we need to change the way we invest
19 February, 2018
Community Asset Fund
Why we need to change the way we invest
We need to do more with less money
We need to fund the best projects which aren’t necessarily the best applications
We need to offer a much better customer experience
We need to ensure we are delivering against our outcomes – we need a clear line of sight.
We need to reduce grant dependency and increase impact
We need to build a sustainable and resilient sport sector
We need to reach new audiences

24. Community Asset Fund - Aims
19 February, 2018
Community Asset Fund - Aims
Improve and protect existing sports facilities that support the needs of local communities
Invest in new and different places that meet the needs of local communities, which include our target audiences
Ensure our capital investment reaches organisations who have not accessed our funding before
Create a more resilient, sustainable, less grant dependent sport sector
Undertake small scale pilots to inform the future delivery of the fund, through process learning and filling gaps in our knowledge

25. Community Asset Fund- Key Features
19 February, 2018
Community Asset Fund- Key Features
Open all the time
Regular and quick decision making
Short and simple application
No supporting information initially
Its just about your project
More flexibility
More developmental
Continuous improvement
Open all the time. There will be no deadlines, so you can apply whenever your project or idea is ready
Regular and quick decision-making. We know that when an application is made to us, the sooner you can have a decision the better. We will commit to making regular decisions as soon as possible on all applications
Short and simple application. We want to keep the information you have to provide in the first instance to a minimum. We don’t want you to spend a lot of time or incur costs if we can’t support you – but we also want to know enough to make a good decision
No supporting information initially. We will only ask for supporting information when we have made an in-principle decision after the assessment of your application. We don’t want to waste your time asking for information that we only need if we are able to offer you funding
It’s just about your project. The information we will ask for is the information you know – the details of your organisation, your project and the community and people you work with. We don’t expect you to interpret our strategy
More flexibility. We want to be able to treat each project and organisation on an individual basis and ensure information we request or the approach we take is reasonable and proportionate. This might mean agreeing timeframes, supporting information or offering additional support
More developmental. We want to work with you and can add value beyond any grant funding. For the projects we work with, depending on the nature of what you want to do, we will support and help you where we can
Continuous improvement. We want to continuously learn about how our investment makes a difference while providing the best experience for you, so we’ll seek your feedback and make changes as appropriate.

26. Community Asset Fund THINGS WE CAN’T FUND • Revenue-only projects
19 February, 2018
Community Asset Fund
THINGS WE CAN’T FUND
• Revenue-only projects
• Routine maintenance and repairs resulting from wear and tear
• Children’s playgrounds and play equipment
• Projects intended for private gain
• Retrospective funding (this is paying for works you have already completed)
• Projects we’ve funded in the past
• Football-only projects
• Small-scale cricket projects
SMALL-SCALE CRICKET PROJECTS
Sport England directly funds the English Cricket Board (ECB) and their
Get the Game On programme, which provides small-scale capital funding to cricket clubs across the country. ECB is open for small grants applications annually between November and January. Themes for the ECB small grants funding are:
• Pitch covers
• Kitchen and social area
• Energy/water consumption
• Flood defence measures
If you have a small scale project which is not covered by the themes listed above, it is eligible for Sport England Community Asset Fund.
FOOTBALL-ONLY PROJECTS
Sport England directly funds the Football Foundation, which provides funding to a range of football projects. If you have a football-only project, we suggest you contact your FA County Association for more information.
We can fund multi-sport projects that include football – but football must not be the majority activity that is being funded.

27. Community Asset Fund Who we want to work with
19 February, 2018
Community Asset Fund
Who we want to work with
Its what you can do , not who you are
Eligibility comes later
Organisations that have not received funding over £10k from us before
At award stage
Security of tenure
Code of governance
Constituted
Safeguarding policies
Security of tenure requirements for CAF.
£20-50k = min 7 years
£50,001-£99,999 = min 10 years
£100k + = min 15 year
Project which include playing field improvements = 25 years
We are keeping consistent with the requirements that were in place for Inspired Facilities Fund and Protecting Playing Fields and will take a pragmatic view for lower level awards depending on a number of factors.

28. 19 February, 2018
How to apply
Who you are including contact details What your project is, where it is located and why it is needed Who will benefit and details of activities involved How you will make it happen and how much funding you are requesting

29. Community fundraising
19 February, 2018
Community fundraising

30. 19 February, 2018
“It is vital that our domestic sports bodies and organisations uphold the very highest standards of governance and lead the world in this area”
Tracey Crouch, Minister for Sport
A new Code for Sports Governance sets out the levels of transparency, accountability and financial integrity that will be required from those who ask for Government and National Lottery funding from April 2017.
You can download A Code for Sports Governance here.
Gold standards
The code has three tiers and will apply to any organisation seeking funding from us or UK Sport, regardless of size and sector, including national governing bodies of sport, clubs, charities and local authorities.
The code is proportionate, expecting the highest standards of good governance from organisations requesting the largest public investments.
Together with UK Sport, we consulted over 200 organisations on what should be included in the code over the summer, and found strong support for higher standards of governance, including:
98 per cent agreed that councils in sports bodies should be more transparent
78 per cent agreed that there needs to be increased diversity in organisations receiving public funding. 

31. Club Matters www.sportenglandclubmatters.com
19 February, 2018
Club Matters
Access to one stop shop framework for wider support - Clubmark accreditation, volunteering, mentoring, etc.
Support retention, transition and increased participation in sports clubs.
Better equipped to become economically sustainable
Placing the “customer” at the centre of club development.

32. 19 February, 2018

33. Community Asset Transfer
19 February, 2018
Community Asset Transfer

34. 19 February, 2018

35. 19 February, 2018
Thank You & Questions

36. Penny Marno Consultant in Public Health Swindon Borough Council
Public Health Update
Penny Marno
Consultant in Public Health
Swindon Borough Council

39. Latest findings from Active Lives survey by Sport England 2015/16
Adults (aged 16+) who have taken part in sport and physical activity at least twice in the last 28 days1 (KPI 1 in Government's 'Sporting Future' strategy)
November 2015/16
Region
Local Authority
Respondents
 Population total
Rate (%)
95% confidence interval
Lower
Upper
All adults (aged 16+)
198,911
    34,260,000
77.2%
76.9%
77.5% E
Swindon
1,017
          134,800
77.8%
74.2%
81.0%
Swindon
Inactive (<30 MIE minutes per week) 21.3% (England 22.0%)
Insufficiently Active ( MIE minutes per week) 13.4% (England 12.6%)
Active (150+ MIE minutes per week) 65.3% (England 65.4%)

40. Health & Wellbeing Board Priorities
Every child and young person in Swindon has a healthy start in life
Adults and older people in Swindon are living healthier and more independent lives
Improved health outcomes for disadvantaged and vulnerable communities (including adults with long term conditions, learning disabilities, physical disabilities or mental health problems, offenders)
Improved mental health, wellbeing and resilience for all
Creation of sustainable environments in which communities can flourish

41. Where to find data www.swindonjsna.co.uk
NHS Digital

42. Live Well Swindon Hub
Single point of access to information on healthy lifestyle services
Includes
Stop Smoking
Health Ambassadors
Befriending
Balance and Strength classes
Long term conditions support
Walking for Health
Plus info on what’s available in the Community
Signposting, advice and brief intervention ‘Making Every Contact Count’
Live Well Swindon hub on or

43. Sport England Bids Active Ageing Local Pilot Area
Two strands – making people more aware of what’s already available in Swindon and developing a community dance offer to reach those who don’t engage
Focus at a population and local level
Partnership approach
Evidence base that dance is effective for healthy ageing and falls prevention
Not Successful (700+ bids)
Local Pilot Area
£10m pot for ~10 areas
Bid not about what to do but whether ready to deliver a whole systems approach
Hear if into Round 2 at end of June