Outcomes of the sport strategy and what it means to you
Stephanie Maurel, strategic lead for clubs and workforce, Sport England
Simon Macqueen, strategic lead, Sport England
Sport England is currently out to consultation regarding its sport strategy, the focus and direction of which is beingshaped by a number of key areas being agreed or confirmed by government. Specifically:
- The first triennial review of UK Sport and Sport England, which concluded in September.
- Last November’s comprehensive spending review
- The government’s new sport strategy, which makesthe connection between sport and other wider societal outcomes for the first time.
New sports strategy – measuring success
Success will be judged by impact on five key outcomes: physical wellbeing; mental wellbeing; individual development; social and community development; and economic development. Delivery of the outcomes will be driven through three broad outputs around:
- Greater engagement in sport and physical activity.
- A more productive, sustainable and responsible sport sector.
- International and domestic success.
The challenge for the sector is demonstrating how its actions positively impact these outputs in ways that meaningfully contribute to positive change in the overall outcomes. The government has developed a set of specific KPIs for each output.
Delivering against the five outcomes will form the basis for how funding is allocated. As Sport England’s remit expands to include responsibility from 5-14 year-olds, investment will be increasingly focussed on those who do not currently take part in sport. In a bid for greater diversity, there will also be more focus on under-represented groups running through all Sport England funding and all sports bodies seeking public funding will need to meet the standards of a new code of governance.
Who do we target?
There are five stages in the behaviour change model – pre- contemplation, contemplation, preparation, action and maintenance. The new strategy means greater focus on the first stages (pre and contemplation) than in the past.
Working with this group is tough and requires high levels of resource, but it will also have the largest gains against the five DCMS outcomes.
Contemplation, preparation and action stages provide the greatest opportunity in terms of numbers/scale, but represent varying gains across the outcomes. The preparation, action and maintenance stages will have the lowest opportunity against outcomes, as well as limited number gains due to high levels of current engagement. However, this is currently the audience that receives the majority of our resource and funding, which highlights the huge shift that is required.
Professional workforce strategy
Workforce is key to the government’s new sport strategy. We have to deliver a new professional workforce strategy for 2016-2024 clearly aligned with Sport England’s strategy and demonstrate the impact it can have on the achievement of the five government outcomes. Sport England’s mission is to have a world-leading, sector- wide workforce that is truly representative of society and that attracts the right people and retains and develops the best talent. To do this, we need to focus on attracting the brightest and best, provide the right development opportunities to retain the workforce and ensure the right workforce is developed to flourish. But we need to think about this from the audience point of view. How do we look after the inactive, those in the pre and contemplation stages? What is it that the workforce needs to engage with these people?
Sport England will work with CIMSPA and other partners to create new apprenticeships and wider pathways from existing apprenticeships for the sector.
Sport England will also tackle the lack of diversity in senior positions across the sport sector.
Call to action
It’s vital that the sector engages with Sport England during its consultation to develop a workforce equipped to work with these new audiences.