1. 1 Where does Sportivate ‘sit’? Places People Play Disability Sport (£8m) NGB investment – Mass Participation Programmes School Sport Competition (£35.5m) Iconic facilities (£30m) Inspired facilities (£50m) Protecting Playing fields (£10m) Gold Challenge (£4m) Sportivate (£32m) Sports Leaders (£2m)

2. 2 Sportivate Headlines Builds on Sport Unlimited learning Starts 01.04.11 14-25 year olds, non-sporty or semi-sporty 6-8 weeks of activity Focus on sustaining activity beyond 6-8 weeks Similar Delivery Plan / KPI forms to Sport Unlimited Lottery Funding, not Exchequer Funding

3. 3 Sportivate Funding National funding = £32 million over 4 years, £8 million per year –SU was £12m per year for 3 years National Retain KPI = 300,000 total for 4 years –SU was 900,000 for 3 years SASSOT funding = £156,420 per year –SU was nearly £250,000 average per year SASSOT Annual Retain KPI = 1467 –SU yearly average Retain KPI was 6380 Recommended 25% Capacity Cost per head = £80 –SU was £34

4. 4 Sportivate Challenges New target age-range Increased NGB engagement Retain target Sustainability target Less flexibility for ‘failure’ with funding / KPIs Restrictions re Schools / FE / HE

5. 5 Local Delivery Model Total Budget - £156,420 per year Capacity = £39,105 per year (25%) –Split between SASSOT and Local Leads –SASSOT using £23,909 for Admin Officer (3 days per week) and Sports Manager (6.4 hours per week) or equivalent –Remainder (£15,196) split across each Local Lead Organisation based on 15-24 population –Some Districts may not have Local Leads

6. 6 Local Delivery Model Delivery = £117,315 per year –25% top-sliced for NGBs and other sub- regional deliverers (4 or more districts) = £29,329 –75% split across each district based on population split –See page 7-8 of Briefing Note for District allocations KPIs split on same basis as Delivery –KPIs split evenly across each year at present To be reviewed at end of Year One

7. 7 Ways for NGBs to Engage Option One – Sub-Regional Pot –4 or more Districts –Submit plans directly to SASSOT –Scoring criteria –Sub-region wide coverage across the Pot Option Two – via Local Delivery Plans –3 or less Districts (recommended) –Liaise with Local Lead Organisation –NGBs may approach Local Leads, or Local Deliverers may approach NGBs Option Three – ‘Offer’ to other Partners –SASSOT to circulate to key deliverers Two-way communication must take place between NGBs and Local Leads

8. 8 Funding v Targets Max £80 per head RETAINED –Will need to recruit substantially more participants Max 50% paid up front –The rest will be paid in arrears after financial reconciliation and KPIs received Max £80 per head across all your projects (during a 6-month period) will be paid out, even if your actual costs are higher

9. 9 Funding v Targets Example One –You plan to run two activities during the same quarter, each planned to cost £500 and each planned to retain 10 people –One actually costs £500 and retains 12 Cost per head = £41.67 –One actually costs £600 and retains 4 Cost per head = £150 –Across both projects, total cost = £1100, Retain = 16, so average cost per head across both projects = £68.75, so all costs will be paid

10. 10 Funding v Targets Example Two –You plan to run two activities during the same quarter, each planned to cost £500 and each planned to retain 10 people –One actually costs £500 and retains 8 Cost per head = £62.50 –One actually costs £600 and retains 4 Cost per head = £150 –Across both projects, total cost = £1100, Retain = 12, so average cost per head across both projects = £91.67 –Maximum paid = 12 (Retain) x £80 = £960 Key Messages –Aim for lower cost per head wherever possible –Focus on incentives to ensure participants retained –Balance innovative ‘risky’ projects with tried-and- tested ‘safe’ ones

11. 11 The Delivery Plan / KPIs The Delivery Plan –Eligible Costs KPI Requirements –How Often? Quarterly ‘soft’ KPI collection Six-monthly full KPI collection –Retain –Sustain Intention Study Tracking Study

12. 12 Timeline Briefing events – 08/03/11 (NGBs), 11/03/11 (Local Leads), 18/03/11 (PDMs) Activity can begin (optional) – 01/04/11 District / NGB / Individual plan submissions – 15/04/11 Process for sub-regional assessment of plans – via Steering Group on 09/05/11 CSPs submit Year One Plan – 16/05/11 Some activity must begin – 01/07/11 Submission of KPIs / Finance to SASSOT - quarterly Submission of KPIs / Finance to Sport England – six-monthly

13. 13 Local Lead Organisation – Roles and Responsibilities To identify a named individual from within the organisation to be the lead contact for Sportivate To liaise with appropriate local delivery partners to publicise the programme and solicit interest for each Annual Delivery Plan – the Local Lead Organisation is expected to contact a wide range of organisations that have an interest in the delivery of sporting activities to 14-25 year olds within their Local Area To develop an appropriate Annual Delivery Plan for the Local Area comprising of individual activity plans from a wide range of delivery partners, which is based upon consultation with young people and reflective of any locally- identified needs To complete the Delivery Plan template and submit it to SASSOT by the agreed date, in line with the allocated delivery budget and KPI targets To manage the Delivery Plan and ensure that it is completed within budget and that KPIs are achieved

14. 14 Local Lead Organisation – Roles and Responsibilities To ensure all Activity Providers have robust health and safety and risk assessment policies and procedures in place and that the Provider has sufficient Public Liability Insurance Cover (recommended minimum £5 million cover) and Employer Liability Insurance Cover where appropriate To ensure that all Providers meet the following criteria for the Sportivate Programme: –Coach Minimum Operating Criteria (exact details tbc) –Eligible / Ineligible Costs –Safeguarding Criteria where appropriate (exact details tbc) –All income generated through the Sportivate programme will be utilised to support the objectives of the programme To ensure that there is a Funding Agreement in place between the Local Lead Organisation and each Activity Provider, and that no funding is paid to a Provider until the Local Lead Organisation is satisfied that all planned activity is scheduled to take place and that the Provider has met the criteria outlined above

15. 15 Local Lead Organisation – Roles and Responsibilities To manage and distribute finance to Activity Providers To complete financial monitoring information and KPI information for the Local Area and to submit to SASSOT in accordance with set deadlines To inform SASSOT of any changes to activities once the Delivery Plan has been agreed To inform SASSOT of any issues with delivery, especially if activities do not take place or are less successful than expected To attend appropriate sub-regional Sportivate meetings To be the lead contact point for the local area for Sportivate enquiries from SASSOT and existing / potential delivery partners

16. 16 What Support can SASSOT Provide? Attendance at local planning meetings Liaison with potential Delivery Partners –NGBs –Colleges / Universities? –Staffordshire CC Departments (i.e.Young Peoples Service)? –Private Providers? –Others? Learning Events –Facebook for Leads Sporting Champions Research and Consultation –Active People / Market Segmentation Marketing –Database of Activity –Facebook Other?