UK Sport Business Plan

3 Business Plan 2006 / 2009 UK Sport „Working in partnership to lead sport in the UK to world-class success‟ May 2006 4 Equity and Diversity statement As a public authority, an employer and provider of services, UK Sport believes in offering a welcoming and productive working environment and ensuring that high quality, accessible services are available to all our clients. It confirms that discrimination is unacceptable and it will not tolerate discrimination, either directly or indirectly, on the grounds of race, special needs, including learning and physical disabilities, class or social background, religion, sexual orientation, ethnic or national origins, gender, marital status, pregnancy, age, colour or political persuasion. UK Sport will take positive action to eliminate individual and institutional discrimination; to comply with its statutory and legislative obligations; to meet the needs of its staff and partners and to make equality and equal treatment a core issue in the development, delivery and refinement of its policies, initiatives and services and in the way it manages its staff. Equity will be considered at the outset of all new UK Sport policies, programmes and funding decisions. 5 Contents Section Subject Foreword from the Chair UK Sport Values Executive summary 1 2 Context and planning assumptions Core purposes and Key Performance Indicators 2.1 2.2.1 2.2.2 3 Page 1 2 3 4 7 7 10 11 12 World-class Performance Worldwide Impact World-class Standards Financial plan Appendices Appendix 1 Appendix 2 Appendix 3 Mission and core purposes Delivery plans Risks 1 Foreword from Sue Campbell, Chair of UK Sport ‘Working in partnership to lead sport in the UK to world-class success’ Sport, whether for those participating or supporting, inspires individuals, embraces communities and reaches across nations. It gives meaning to our individuality - the adversities we face, the achievements we enjoy and the aspirations we hold. It features centrally in our national life, enabling us to feel collective pride in the achievement of an athlete or team, whether from our locality, our nation - be it England, Northern Ireland, Scotland or Wales - or in British success on the world stage. Sport remains an important medium for celebrating the distinctive cultures that transcend the four nations making up the UK. At UK Sport, our ambition is that sport at the highest level in the UK reaches its full potential. We want our sportsmen and women to be the best in the world, winning medals, setting the highest standards and fulfilling their responsibilities as role models. We want to ensure that, both in and through sport, we maximise the impact of our work at home and internationally - using our unique position to help exert influence in world sport, develop sport worldwide and attract major sporting events to accompany the ultimate sporting pinnacle, the hosting of the Olympic and Paralympic Games in London in 2012. Our focus is at a UK level. Our aspirations are unashamedly world class. This business plan sets out how, over the period between the Olympic and Paralympic Games in Athens in 2004 and Beijing in 2008, we at UK Sport intend to meet these ambitions. We will do so by applying our expertise in high-performance sport, and our understanding of what those operating at the highest level require, together with investment both from the National Lottery and the UK Government. We cannot and do not work alone but bring together partners in the Home Countries and their sports Institutes, the British Olympic Association (BOA) and the British Paralympic Association (BPA), and in the Governing Bodies to provide a focus on sport at world-class level and achieve the success to which we collectively aspire. Our structure affords the flexibility to be genuinely athlete-focused and support individuals and teams competing at UK level. For us to achieve our goals, we need to work in a spirit of genuine partnership, adding value to others‟ work and making the most of the available investment, for the well-being of sport and in the wider public interest. On behalf of UK Sport, I can offer that commitment and believe our plans reflect that. 2 Our Values  Commitment to excellence We have an appetite for continuous improvement. We know we must meet the highest standards in the way we work with others to produce a world class system that delivers the best possible results.  Integrity and Openness We work in a way that ensures all internal and external stakeholders can fully understand who we are and what we do, have confidence in the fact that we do it well and can trust that we do it for the right reasons. As a body responsible for providing experience and investing public funds we must be fully accountable for our actions and able to demonstrate the quality of our work.  Working Together We work by encouraging a collaborative approach that values diverse contributions to the achievement of common goals. As a strategic organisation we can best achieve our primary objectives through effective working relationships internally and externally. 3 Executive summary UK Sport will work in partnership with the Home Countries and other agencies to drive the development of a world-class high-performance system in the UK. This will result in more winning athletes and greater world-class success. UK Sport is responsible for managing and distributing public investment (£52.1M in 2006-7) and is a statutory distributor of funds raised by the National Lottery (£49.5M in 2006-7). UK Sport is in a unique position to enhance and add value to the work of our partners through delivering on our primary and supporting goals: Primary goal: World class performance Building on the world-class athlete support we have established, it is critical that we now focus on creating a system that continues to deliver world class success. UK Sport will work in partnership with the other Home Country Sports Councils, the Sports Institutes, the BOA, the BPA and the priority UK Governing Bodies of sport to maximise our expertise and resources. World-class performance can only be delivered by world-class personnel and the challenge in the Beijing Olympiad is to develop further people with world-class skills and competencies to support our athletes. With the extended responsibility for the performance pathway in England, combined with the additional funding from Government to support our performance goals for London 2012, we will endeavour to create a more coherent and integrated system to enable more athletes and coaches to become World Class. Supporting goal: Worldwide impact The awarding of the 2012 Olympics to London places UK Sport‟s international work further in the spotlight. The UK‟s influence as an authoritative and leading player needs to be strengthened. We will work creatively to improve the skills and effectiveness of our international representatives and gather knowledge of best practice internationally. We will also provide clear strategic support for sports to bid for and stage major events to enhance and support the development of world-class performance. And we are uniquely placed to deliver Lord Coe‟s Singapore vision of inspiring the youth of the world to choose sport. Supporting goal: World class standards UK Sport will promote the highest standards of sporting conduct and explore its wider social applications. We will continue to lead a worldclass anti-doping programme for the UK and to drive the adoption of the WADA Code. We will also be responsible for improving the education and promotion of ethically fair and drug-free sport, in particular through our world-leading 100%Me Education Programme. 4 Context and planning assumptions Principles Build on UK Sport‟s unique strengths of:    This document introduces the proposed Business Plan for UK Sport for the financial years April 2006 to March 2009 - the Beijing cycle. Staff at UK Sport have been involved with the development of the plan and are committed to its success. The importance and benefits of sporting success are well recognised by the DCMS. In its unique position as an independent and international body, UK Sport will work in partnership with the Home Country Sports Councils (HCSC), the British Olympic Association (BOA), the British Paralympic Association (BPA), National Governing Bodies (NGB) and other partners to pursue success for its world-class athletes. As international standards inevitably get better, continuous improvement is essential to maintain and improve UK‟s position as a top sporting nation. UK Sport needs to develop and sustain the best high-performance system possible for our world-class athletes and engage actively with other nations to provide the best possible support for individual sportsmen and women throughout the performance pathway. In addition to sporting success, it is important to maintain the highest standards of conduct in sport. There is a belief that public investment brings with it an expectation that athletes will fulfil their responsibilities as role models and contribute more widely to the community. Test results and athlete surveys indicate that the vast majority of athletes wish to compete in a drug-free environment and success at any price is not acceptable to them. Effective anti-doping education and guidance programmes must be continuously updated and enhanced, supported by the deterrence of an effective testing programme in accordance with agreed international standards.  Athlete-centred performance expertise UK-wide remit International networks Focus on:    World-class support Adding value Clearly-defined outcomes Mitigate lottery decline by:   Increasing revenue from other sources Reducing costs Maximise Value for Money by:   Reviewing every activity Having customer-focused funding streams and service delivery Prioritising sports and athletes  p e r f o r m a n 5 More sporting countries than ever before are now competing for influence with the international sporting federations. To be successful at bidding for major international sporting events and influence the direction of world sport, the UK has to have a strong and effective voice at international level and will work with other partners (such as the British Council, Foreign & Commonwealth Office and UK Trade and Investment) to invest in mutually beneficial relationships. Planning assumptions National Lottery Income Projection (£M)  UK Sport Lottery income will decline over the period in accordance with DCMS forecasts - from £20.6M in 2005-6 to £19.6M in 2008-9. UK Sport responsibility will be extended from April 2006 to include the English Institute of Sport, Talented Athlete Scholarship Scheme and World Class Performance Pathway funding. £84.3 million of the £200 million additional exchequer funding announced by the Chancellor in the March 2006 Budget (to be combined with £100 million raised by private sponsorship) is included in the Plan Following the announcement of this additional 2012 funding, UK Sport will extend World Class Performance Pathway funding to all Olympic and Paralympic sports except football and tennis, through targeted investment in Podium, Development and Talent programmes. Drug testing will continue to be managed within UK Sport and there will be a need to review our testing programme in the lead up to the 2012 Olympics Additional major events will be supported in order to deliver improved opportunities for British athlete development, specialist training of event 1500  1000  500 0 2003-4 2004-5 2005-6 2006-7 2007-8 2008-9    6 officials and the recruitment of new volunteers enjoying top level experience.  UK Sport will increase the impact and influence of the UK in the worldwide sporting community through more effective representation on international sporting organisations. UK Sport will continue to work in partnership with the Home Country Sports Councils ensuring clarity of respective roles and responsibilities and maximising the impact of UK wide resources.  Cost effectiveness UK Sport will continue to increase its cost effectiveness by:  Reducing corporate overhead costs by internal cost challenge and developing economies of scale and harmonised processes across its increased areas of responsibility – to minimise staff costs and expenses. For instance office space now works 20% harder by sharing with BPA and EIS; focus will next shift to process efficiencies within UK Sport and with partner organisations.  A “no compromise” approach to what funding is necessary to support athletes to achieve world class performance, coupled with strict prioritisation of awards to those most likely to succeed. Improving the return from anti-doping expenditure by an “intelligent testing” strategy, and investing the contribution from increased drug test revenue into more influential drug education. Careful management of four-year lottery-funded grant commitments against risk of steeper decline in lottery income than already forecast.   7 2 UK Sport’s high level goals  The Olympic target for 2008 is to move towards the top 8 in the final medal table (two places higher than Athens and Sydney).  The Paralympic target for 2008 is to finish 2nd in the medal table (retaining our position from Athens and Sydney).  Following the announcement of additional funding for 2012, UK Sport will work towards its „ultimate goal‟ of 4th in the Olympic medal table and 1st in the Paralympic. A formal target for 2012 will only be set however when performances have been reviewed after the Beijing 2008 Games. Core purposes and Key Performance Indicators To achieve the overall mission of UK Sport (working in partnership to lead sport in the UK to world-class success), there is one primary goal and two supporting goals in three inter-related key areas of work. These are broken down further into eight core purposes (Appendix 1) that form the bedrock of UK Sport‟s responsibilities and activities. The Business Plan describes how these objectives will be met, the preferred delivery mechanisms (Appendix 3), the measurements and controls, the outcomes and the funding required. 2.1 Primary goal: World-class Performance We aim:    to support athletes to succeed in world-class events to develop skilled people to support UK world-class athletes to drive the development of a world-class, high-performance system for the UK. These are inter-dependent core purposes and represent our most significant challenges. They involve a number of carefully designed initiatives to give worldclass support to our targeted athletes. They also benefit from and, to a large extent, rely on strong partnerships with the UK NGBs, the Home Country Sports Councils and Institutes, the BOA and the BPA. They take into account UK Sport‟s extended responsibilities for the performance pathway, TASS and the EIS; the additional funding for 2012 announced in the March 2006 Budget; and our proposed high performance consultancy relationship with the English priority sports. While the focus for this Business Plan is success at the 2008 Olympic and Paralympic Games, the spotlight on the London Games in 2012 will underpin all UK 8 Sport‟s high performance activities and programmes and each objective has been and will continue to be calibrated against this longer term opportunity. They will be measured by the following Key Performance Indicators (KPIs): FOUR YEARLY TARGETS ANNUAL TARGETS 2004 10 30 54 2 94 35 Target 2008 Top 8 35 60 2 100 46 80%        Finishing position in the Olympic medal table The number of medals won at the Olympic Games The number of athletes finishing in the top 8 at the Olympic Games Finishing position in the Paralympic medal table The number of medals won at the Paralympic Games The number of gold medals won at the Paralympic Games The percentage of athletes and NGBs satisfied with the quality and delivery of high-performance services to their sport, as measured by independent research commissioned by UKS (undertaken once during the Olympic/Paralympic Cycle.) Current - Target 2008 29 50 tbc (2007) tbc (2007) 3% 80%       The number of medals won by Olympic Pathway athletes in the agreed targeted event for each sport (the most significant for each sport in that year) The number of Olympic Pathway athletes finishing in the Top 8 at the agreed targeted event The number of medals won by Paralympic Pathway (including Fast Track Programme) athletes at the agreed targeted event for each sport (the most significant for each sport in that year) The number of ParalympicPathway athletes finishing in the Top 8 at the agreed targeted event The % of Olympic and Paralympic Development Programme Athletes moving onto the Olympic and Paralympic Podium Programme on an annual basis The % of athletes and NGBs who are satisfied with the quality and delivery of high-performance services to their sport, as measured by independent research (undertaken once during the Olympic/Paralympic cycle) *Current EIS target to be reviewed and confirmed by December 2006 9 Current 9/17 12 25/25 80%* 70%* 10%* - Target 2008 10/37 100% 15 25/75 80% tbc** tbc** tbc** tbc          The number of coaches supported and developed by the Elite Coach Programme (annual intake/rolling total.) The number/percentage of coaches sup ported by the Elite Coach Programme who secure post Programme employment within the UK High Performance System (NGBs and Institutes.) The number of sports with coaches supported and developed by the Elite Coach Programme. The number of sports scientists and sports medics supported and developed by the SS/SM Fast Track Practitioner Programme (annual intake / rolling total.) The number/percentage of SS/SM practitioners supported by the SS/SM Fast Track Practitioner Programme who secure post Programme employment within the UK High Performance System (NGBs and Institutes.) The percentage of Olympic Pathway athletes who use EIS services that achieve success in the agreed targeted event for each sport (the most significant for each sport in that year.) % of primary services provided compared to total services provided The percentage of EIS service providers selected (as a % of EIS total service providers) to work on national teams. TASS – targets for TASS will be determined by December 2006 ** New target to be determined by December 2006 10 2.2.1 Supporting goal: Worldwide Impact We aim: to establish the UK as an authoritative and leading player in world-class sport  to develop an international development assistance programme in and through sport  to develop a sport-focused strategy for staging major international events across the UK. These, again, are inter-dependent and will have a significant impact on the perception of world-class performance in the UK. They are based on the knowledge that a successful international sports relations programme can significantly improve the positioning and influence of a nation - not only in sport but also in public diplomacy, trade and development. The KPIs are:  Current 5 Target 2008 25  The number of UK NGBs who through their UK Sport accredited international influence strategies have the necessary mechanism for identifying, selecting and promoting individuals to key positions on International Federations The number of international partnership sport agreements with strategically important national or international bodies The number of International Development Assistance projects delivered in target countries The percentage of strategically significant bids for major international sporting events secured for the UK The number of performance-focused major event strategies developed and agreed with the NGBs. 4 10 50% 10 15 17 70% 17     11 2.2.2 Supporting goal: World-class Standards We aim:   to lead a world-class anti-doping programme for the UK to work with athletes and others to promote the highest standards of conduct in sport. These areas of work will support the development of a fair, equitable and ethical world-class sporting system in the UK that is athlete-centred and people-focused. KPIs are: Current 25% 6500 50% 45% 50% 50% Target 2008 100% 7500 65% 95% 100% 100%  The percentage of NGBs that have WAD Code compliant regulations and have signed the UK Sport NGB Agreement The number of missions per testing year (April-March) undertaken to deter athletes through appropriate allocation of tests in accordance with international standards. The percentage of overall number of „missions‟ allocated to out of competition The percentage of sports in the anti-doping testing programme with an acknowledged education programme; offering advice and support to athletes on anti-doping The percentage of sports in the anti-doping testing programme with at least one trained and accredited 100%Me tutor that is capable of delivering anti-doping workshops The percentage of sports in the anti-doping testing programme with a minimum of one Ambassador to promote Drug-Free Sport through the 100%Me programme      12 3 How UK Sport funding doubles from 2006 Additional Olympic Package Av £28 M / year Transferred from 2006-7 Av £33 M / year Financial plan Existing UK Sport expenditure Av £52 M / year This financial plan includes existing UK Sport income and expenditure, funding responsibility transferred from Sport England from 2006-7, and additional performance funding announced in the March 2006 Budget. The relative size of these three elements is shown here. Figures and charts below are based on when expenditure is committed, which balances with actual expenditure over the cycle for each Olympic & Paralympic Games (the drivers of the majority of UK Sport investment). It assumes grant-in-aid to be flat until 2009, although this is subject to the 2007 Spending Review, but excludes the Talented Athlete Scholarship Scheme after 2008, as funding is only committed to that point. 1. Expenditure Grant commitments to support athletes for the 2008 games through our existing schemes will decelerate after 2005-6, reflecting the fact that most National Governing Body awards are for up to 4 years. For the transferred responsibilities, almost £50M of grants have already been committed in advance of 2006-7 for the same reason. The high level of commitment in 2008-9 includes £110M to support athlete development in the 2008-12 London cycle. Grant commitments as a result of the transfer of responsibilities average £33M / year and comprise funding for English Institute of Sport (£10.5M in 2006-7), Talented Athlete Scholarship Scheme (£5.0M in 2006-7) and Performance Pathway (17.3M in 2006-7) Expenditure (£ M) Existing grants & services Transferred grants & services New 2012 grants & services Staff cost Other corporate cost TOTAL 2004-5 2005-6 Actual Forecast 56.4 71.9 0.0 49.8 0.0 0.0 4.2 4.3 2.8 3.0 63.4 129.0 2006-7 Budget 31.7 38.6 19.5 4.9 3.1 97.8 2007-8 Plan 23.0 5.0 28.1 5.0 3.0 64.0 2008-9 Total Plan Olympiad 84.5 211.0 48.8 142.1 34.6 82.1 4.9 19.0 3.0 12.2 175.7 466.4 UK Sport Business Plan Expenditure 2005-9 (£M) 200 Existing grants & services Transferred grants & services New 2012 grants & services Staff cost Other corporate cost 150 100 50 0 2004-5 2005-6 2006-7 2007-8 2008-9 13 2004-5 Expenditure World-class Performance £51.5M (82%) When expenditure is instead analysed in terms of each of our three goals of world-class performance, world-class standards and worldwide impact along with necessary expenditure to maintain our corporate infrastructure, it can be seen that the latter is planned to decline to an average of just 4% of total spend over the duration of this Business Plan. This is driven by increasing scale as a result of transferred functions from Sport England and £300M additional funding until 2012, while maintaining a focus that UK Sport should continue to act like a small, efficient business. Expenditure (£ M) World-class Performance World-class Standards Worldwide Impact Corporate TOTAL 2004-5 2005-6 Actual Forecast 51.5 115.5 2.5 4.0 5.4 4.8 4.0 4.7 63.4 129.0 2006-7 Budget 83.3 3.7 6.1 4.6 97.8 2007-8 Plan 50.8 3.9 4.9 4.6 64.0 2008-9 Total Plan Olympiad 162.9 412.5 3.9 15.4 4.5 20.3 4.5 18.3 175.7 466.4 Corporate £4.0M (6%) Worldwide Impact £5.4M (8%) World-class Standards £2.5M (4%) 2. Income Of our anticipated £386M income over the Beijing Games cycle, over £169M will be derived from the Lottery. This will be realised by UK Sport‟s share of Lottery income rising from 1.55% to 3.50% from 2006. The additional Olympic funding increases from just £19M in 2006-7 to £64M in the year of the London Games, by when it is expected that a significant proportion will be provided from the private sector. Delivery of this Business Plan is dependent on our ability to draw-down £5.1M end year flexibility carried forward from 2004 and on maintaining drug-testing income to recover some of the costs of our testing programme. 2008-9 Expenditure World-class Performance £162.9M (93%) Corporate £4.5M (3%) Worldwide Impact £4.5M (3%) World-class Standards £3.9M (2%) 14 Cumulative Commitment / Cashflow £M 2004-9 500 Commitment Inflow 400 Outflow Income (£ M) Existing Lottery Transferred Lottery Existing Exchequer Transferred Exchequer New 2012 Exchequer / Private End Year Flexibility Other TOTAL 300 200 2004-5 2005-6 Actual Forecast 21.1 21.5 0.0 29.5 29.3 0.0 0.0 0.0 1.3 1.1 51.8 52.0 2006-7 Budget 19.7 30.7 29.3 4.0 18.8 3.5 0.7 106.8 2007-8 Plan 20.2 28.7 29.3 4.0 29.7 0.1 0.9 113.0 2008-9 Total Plan Olympiad 19.6 81.1 28.7 88.2 29.3 117.2 0.0 8.0 35.7 84.3 0.1 3.7 0.9 3.6 114.4 386.2 100 0 2004-5 2005-6 2006-7 2007-8 2008-9 3. Cash flow The apparent discrepancy between planning £466M expenditure but just £386M income over the period from 2005-9 is caused by approximately £30M of Beijing games commitments being made earlier than 2005 but offset by an estimated £110M commitment that it will be necessary to make during 2008-9 for athlete development for the London games. Thus, in reality, income and expenditure over the Business Plan timescale are balanced. This can be demonstrated graphically by comparing cumulative expenditure commitment with cash inflows and outflows over the Beijing cycle. As shown, it is necessary to make substantial grant commitments from 2004-5, in advance of requirement, but actual cash outflow matches lottery income and exchequer draw-down, and eventually balances grant commitments at the end of the cycle. Cash Flow (£ M) Lottery GIA TOTAL Net cash flow Year end balance Net cash flow Year end balance Net cash flow 2005-6 Forecast 2.4 10.3 (0.0) 0.1 2.4 2006-7 Budget 4.8 14.5 (0.0) 0.1 4.8 2007-8 Plan (1.2) 13.3 0.0 0.1 (1.2) 2008-9 Total Plan Olympiad 1.3 7.2 14.6 (0.0) (0.0) 0.1 1.3 7.2 Page 15 Appendices Page 16 Appendix 1 Mission and core purposes ‘Working in partnership to lead sport in the UK to world-class success’ through: World Class Performance  supporting athletes to succeed in world-class events developing skilled people to support UK world-class athletes driving the development of a worldclass, high-performance system for the UK World Wide Impact  establishing the UK as an authoritative and leading player in world-class sport delivering an international development assistance programme in and through sport developing a sport-focused strategy for staging major international events across the UK World Class Standards  leading a world-class anti-doping programme for the UK working with others to promote the highest standards of conduct in sport      Appendix 1 Page 17 Appendix 2 Delivery plans These are presented in three parts: World-class Performance, Worldwide Impact and World-class Standards. They will be co-ordinated by the UK Sport Leadership Team to form coherent plans which the organisation is able to deliver. 1 Primary goal: World-class performance The delivery plans for each of these inter-dependant core purposes are described below: Support athletes to succeed in world-class events The plans present an integrated approach to delivering UK Sport‟s extended responsibilities for the high performance pathway (the transfer of the World Class Potential Programme and TASS/TASS 2012 to UK Sport and the transfer from Sport England of responsibility for the EIS.) The plans do not include the provision from 1 April 2006 of high performance consultancy to Sport England for English priority sports; this will be contained in a separately funded SLA that will complement this Business Plan. The plans focus on and recognise the importance of the 2008 Olympic and Paralympic Games as a significant performance target in their own right; since the IOC decision of 6 July 2005, the Games are also considered to be a crucial staging post on the way to the London 2012 Olympic and Paralympic Games. The added incentive of a 2012 home games means that UK Sport has the chance to support the delivery of the best and most competitive Team GB there has ever been and probably ever will be. All of the core purposes and objectives contained within this Plan are geared towards success in 2008 but apply equally to and underpin UK Sport‟s high performance activities and programmes towards 2012. Appendix 2 Page 18 Support athletes to succeed in world-class events This core purpose will be achieved through:  The first objective in the delivery of this core purpose is to identify and prioritise identifying and prioritising significant world-class events at which we want UK athletes to succeed investing in athletes who are capable of achieving success at the targeted world-class events ensuring that support for the high-performance needs of athletes is delivered providing specialist advice on performance pathways for athletes significant world-class events at which we want UK athletes to succeed.   This will provide the focus for the support provided. UK Sport has identified the Olympics and Paralympics (summer 2008 and winter 2006) as being the most significant level of competition across the Olympic and Paralympic sports within the timescale of this Plan. UK Sport recognises, however, the importance of open age group World Championships and a number of other events (including European, Commonwealth and World Cups) as significant in their own right for the sports but also as important stepping stones to Olympic success. UK level support is underpinned by investment from HCSCs, who focus on Commonwealth success and talent development. World Championship success in non-Olympic/Paralympic sports is next in significance for UK Sport. UK Sport will invest in Non-Olympic sports that meet the following criteria: that they are currently funded by at least two Home Country Sports Councils; with a track record of medal success at recent World Championships; have athletes with strong potential to become British World Champions in future (within the four year funding period); and have established athlete pathways leading to a performance opportunity at a GB/UK level. UK Sport‟s Performance Investment Strategies reflect these two distinct levels of significance; the first based on a meritocratic, „no compromise‟ approach for Olympic and Paralympic sports; the second based on a baseline contribution only. In addition to these two categories, UK Sport, through a Service Level Agreement, will provide performance expertise to English performance sports.  Outcome: An agreed schedule of targeted world-class events and performance targets against each event for each funded sport Appendix 2 Page 19 The second objective is to invest in athletes who are capable of achieving success at the targeted world-class events. This involves the identification and selection of athletes at all levels of the performance pathway and the careful management of them through the performance pipeline. UK Sport‟s focus is to invest in those athletes identified as ultimately being capable of winning Olympic and Paralympic medals. UK Sport‟s approach is therefore to balance the need to support existing performance levels in sports with the need to target new opportunities and performance growth in Olympic and Paralympic programmes and focus investment in athletes accordingly at each stage of the pathway. UK Sport has completed a review of the Athlete Personal Award system with tightened definitions of performance standards to parallel the UK Sport Investment Strategy, reinforcing the focus on Olympic and Paralympic medals. UK Sport‟s extended responsibilities for the high performance pathway for UK level Olympic and Paralympic sports positions the Performance Directorate to provide leadership and guidance to key partners, ensuring that the right athletes receive the right support at each stage of the pathway. The newly formed UK Talent Strategy Group will mobilise UK wide coordination and leadership on specific issues relating to the talent pathway for 2012 and beyond, but will also impact positively on 2008 performances. UK Sport is acutely aware that multi-agency support and a partnership approach are crucial to achieving this aim. UK Sport will therefore work with Performance Directors and partner agencies to:  raise the level of sophistication by which NGBs undertake Talent Identification and fast track development identify event-specific performance standards and performance analysis techniques for each stage of the pathway (aligned to UK Sport‟s APA matrix criteria)  Appendix 2 Page 20  ensure that performance personnel have access to appropriate training to apply these techniques review and approve the proposed lists of athletes to be supported at a UK level. support the development of comprehensive indicators to monitor individual performance progression (e.g. finalist places, world rankings and PBs)   UK Sport‟s Performance Investment Strategy has determined maximum athlete numbers for each year and each stage of the pathway, based on a combination of experience of the previous Olympic cycle, optimum numbers to achieve the 2008 medal targets and forecasting trends and requirements in preparation for 2012. Outcome: Detailed performance standards, profiles indicators for talent identification/selection tracking for every funded sport and and The third objective is to ensure that support for the high-performance needs of athletes is delivered. The World-Class Performance plans drafted by the NGBs for the 2005-09 Olympic cycle were reviewed by the Home Country Sports Councils and Institutes, the BOA and BPA. Plans from the ten „One Stop Plan‟ sports were considered further at sport specific case conferences as part of the planning and investment decisionmaking process. This process ensured that the high performance needs of the athletes at all levels of the performance pathway have been understood, that the most appropriate delivery mechanisms through NGBs and/or Institutes have been agreed and that any gaps or inconsistencies in funding or service provision have been identified and resolved, along the principle of athletes of equal talent receiving equal support. Appendix 2 Page 21 With confirmation of additional performance funding ahead of the London 2012 Olympic and Paralympic Games, UK Sport will support these sports to reposition and extend their existing plans where necessary. UK Sport will also support a group of new sports (with the opportunity to compete in their first Olympics) to develop and deliver their Performance Plans (subject to additional funding being made available). UK Sport will conduct annual reviews of all funded Plans, involving key partners, to ensure that the high performance needs of the athletes continue to be identified and met. In addition, Performance Lifestyle advice will continue to be provided to athletes through the Institute network. UK Sport will continue to invest in and use the British Athletes‟ Commission and the Sports Dispute Resolution Panel as two further sources of support for high performance athletes. Outcome: One Stop/Strategic Plans for every funded sport, reviewed annually The fourth objective is to provide specialist advice on performance pathways for athletes. UK Sport„s responsibility for the high performance pathway and its leadership of the 2012 Talent Strategy Group will ensure UK wide coordination and stronger connectivity of the various talent schemes on and under the high performance pathway as well as clarity of each agency‟s role in the sporting landscape (with UK Sport‟s focus being 8 years from the podium but several other agencies responsible for leading and delivering talent identification work beneath at the levels below.) The Group will also provide greater clarity and broader education to differentiate between the generic LTAD approach of talent development and the high performance approach dealing with precocious talent i.e. two interchangeable parallel pathways, offering distinctly different environments. Outcome: Clear, comprehensive explanation of performance pathways for each funded sport Appendix 2 Page 22 Develop skilled people to support UK world-class athletes The first objective is to create a continuous professional development strategy for people working with world-class athletes. UK Sport will develop This purpose will be achieved through:  creating a continuous professional development strategy for people working with world-class athletes implementing the strategy and quality assure delivery through partners providing specialist advice to link with continuous professional development strategies below the world-class level a strategy which sets out a multi-disciplinary, cross sport approach to this key area of work. UK Sport will establish a dedicated CPD team within the Performance Directorate to lead the overall strategy as well as implement the discrete professional development programmes to support the network of PDs, coaches and practitioners.  Outcome: CPD Strategy finalised and being implemented  The second objective is to implement the strategy and quality-assure delivery through partners. This will involve working with and though professional agencies to agree on standards. UK Sport will work with partners and the employers of personnel working with World Class Athletes to offer a range of workshops and seminars to develop individuals and to ensure the exchange of expertise and intelligence. Outcome: Quality-assured continuous professional development programme for world-class personnel In line with UK Sport‟s extended responsibility for the complete performance pathway, the third objective will be to provide specialist advice to link with shadow world-class strategies. The CPD Team in the Performance Directorate will ensure that appropriate linkages are made throughout the pathway. continuous professional development strategies below the world-class level. UK Sport will endeavour to establish a seamless CPD path to underpin and Outcome: Provision of expert advice on coaching, sports science and sports medicine and provision of CPD opportunities for staff working at Olympic development and talent ID levels. Appendix 2 Page 23 This purpose will be achieved through:  Driving the development of a world-class, high-performance system for the UK UK Sport will continue, as its first objective, to lead an integrated approach to the system of support for world-class athletes. UK Sport has formed a UK High Performance Group, which includes the Home Country Institutes, BOA and BPA. This will establish a shared vision of high performance and collaboration, at a strategic and operational level, to drive the development of a world-class system for the UK. The focus will include world-class planning and management systems and world-class applied practice. In addition, UK Sport‟s new responsibility for the EIS will support closer alignment between EIS service provision and World Class programmes. UK Sport and EIS will also explore the benefits of shared corporate tasks following on from EIS‟ relocation to UK Sport offices. leading an integrated approach to the system of support for world-class athletes driving and quality assuring world-class planning and management systems driving innovative solutions in performance sport through technology and applied research creating partnerships to enhance the UK‟s high-performance system    Outcome: Co-ordinated and integrated support across the UK The second objective is to drive and quality-assure world class planning and management systems. UK Sport will develop and utilise best practice models and processes to manage and quality assure its own programmes and projects, but also those of the NGBs. UK Sport will also identify ways of supporting world-class knowledge transfer within the UK high performance system. Outcome: Programmes delivered in a best practice framework Appendix 2 Page 24 The third objective is to drive innovative solutions in performance sport through technology and applied research. UK Sport has a dedicated team within the Performance Directorate that will identify and drive cutting edge solutions using technology, engineering and applied science and medicine in the areas of equipment, clothing and accessories, coaching technologies and Beijingspecific preparation, e.g. acclimatisation. Outcome: Custom projects impacting directly on performance The fourth objective is to create partnerships to enhance the UK’s highperformance system. While many of the partnerships UK Sport has established are needed in order for UK Sport to deliver its 2008 goals, UK Sport will continue to explore relationships with other sectors (e.g. industry and education) where lessons can be learned or expertise secured that will improve the high performance system further. Outcome: Partnerships in place that add value to the high performance system Appendix 2 Page 25 2.1 Supporting goal: Worldwide impact The delivery plans for meeting the three dependent core purposes are described below: This purpose will be achieved through:  Establish the UK as an authoritative and leading player in world-class sport A coherent strategy for an international relations programme was approved by the Board. There are four related programmes that have been developed to achieve this core purpose. However, for this programme to be implemented in full it requires additional funding which is being pursued through a number of sources. UK Sport will continue its responsibilities for monitoring the activities of intergovernmental organisations that impact on sport (e.g. EU, UNESCO, Council of Europe) and provide advice to Government and the sport community. We will also continue to provide advice and intelligence to other government departments and agencies on the political and economic opportunities of sport. With the first element of the initiative, UK Sport will increase the effectiveness of the UK‟s representation on international sports bodies. These elected representatives have insight into the future direction of a sport and can have a significant influence on decisions made by international sporting organisations including the location of future championships. The UK currently has some 600 post-holders across 140 World, European and Commonwealth sports federations. UK Sport contributes to the travelling and subsistence cost of 450 representatives. UK Sport will implement a more focused approach to the support of UK representatives. In particular, it will:  increasing the effectiveness of the UK‟s representation on international sports bodies supporting the activities of International Federations in the UK establishing international partnerships to share best practice contributing to the development and delivery of the UK Government‟s international sports strategy monitoring the activities of intergovernmental bodies and representing the UK position     develop an international strategy for selected sports, assessing each international federation, identifying the representation skills required, and ensuring the most effective candidate is selected Appendix 2 Page 26  provide assistance to representatives based on their needs and on their potential to reach a position of influence provide bespoke training and mentoring on the skills and knowledge needed to secure higher positions encourage a greater exchange of information and experience through a password-protected extra-net site insist on regular and informative reports to assess the effectiveness of the representatives.    Outcome: Improved strategic approach by NGBs to identify, select and promote individuals to key positions in international federations The second element is to support the activities of international federations in the UK. Global sport is run by autonomous non-governmental organisations, including many international sports federations. Because these bodies are so influential, there is considerable demand amongst countries to provide financial support to host their meetings and, if possible, their headquarters. Unlike other countries, the UK provides only limited support. The strategy seeks to increase this significantly to compete effectively with other countries but the limited funding available will be used on a strategic priority basis . Outcome: Increased activities of international federations within the UK Appendix 2 Page 27 The third element is to establish international partnerships to share best practice. To be at the forefront of sport, we need to be aware of the latest developments, innovations and issues in sport. This requires the effective collection, exchange, storage and dissemination of information. UK Sport has developed a detailed plan based on:  Formal Memoranda of Understanding     establish priority countries in collaboration with FCO and the British Council establish opportunities for UK bodies to benefit investigate corporate support implement the programme  Scholarships and Intercultural exchanges    develop a focused and structured programme - IDEALS create partnerships with key countries offer IDEALS placements to UK and African GAP year and undergraduate students and to UK sports professionals. Outcome: Memoranda of Understanding Scholarships and Internships Appendix 2 Page 28 The final important area is to contribute to the development and delivery of the UK Government‟s international sports strategy. A number of support mechanisms will be required to coordinate the implementation of these programmes and generate maximum impact. Intensive and regular monitoring and evaluation of the programmes is essential to validate effectiveness and value for money. A new communication and promotional plan will disseminate a consistent and coherent message to reinforce the UK‟s impact in world sport. Outcome: Support to public diplomacy objectives Appendix 2 Page 29 This purpose will be achieved through:   Deliver an international development assistance programme in and through sport In this we aim to support developing countries to improve their sports systems. The UK sporting system is held in high regard in many parts of the world but many countries believe that a nation boasting the fifth largest economy in the world should do more to share this expertise. An International Development Assistance Programme (IDAP) will use expertise in sport across the UK to assist the development of targeted countries, obtaining goodwill, valuable experience for transfer to the UK, and increased impact on sporting decisions. The IDAP also focuses on human and social development through sport using the power of sport as a vehicle to engage in and deliver education, promote health messages and empower women and girls. It will build sustainable capacity and skills and draw on experience gained through such projects as the UK-South Africa Sports Initiative, the Anglo-Canadian Commonwealth Sports Programme and the Caribbean Coaching Project. Partner agreements will enable the programmes to continue after the UK aid ends. The programme would encompass:    supporting developing countries to improve their sports strategies using the UK‟s expertise in sport to assist that process focusing on human and social development through sport drawing on experience gained in existing projects to build sustainable capital and skills   developing a co-ordinated plan delivering a range of projects creating new alliances. Outcome: International Development Assistance Programme Extensive contacts and goodwill Appendix 2 Page 30 This purpose will be achieved through:  Develop a sport-focused strategy for staging major international events across the UK A „Mega Events Calendar for 2005-25‟ is being developed by DCMS and UK Sport with its partners. This deals with the potential hosting of the biggest sporting events. UK Sport is also developing a major events strategy that builds on the previous World Class Events Programme (WCEP). It recognises that the successful bidding for, and staging of, major events is an integral part of any international sport strategy. The staging of events is essential for the development of sport and acts as a catalyst for the promotion of other social issues and the creation of positive morale and „feel-good‟ factors. Internationally, major events increase political and cultural influences, promoting trade and development, as well as encouraging tourism. As outlined in Game Plan, the Government is committed to the development and implementation of a strategic plan for the improved bidding for, and staging of, major international events. With London winning the Olympic bid, it is more important than ever to ensure that NGB event strategies fulfil the performance needs of the sport leading up to 2012, and that they build capacity. There is also a need to work with LOCOG to build their test event plans into the overall strategic picture. Four related objectives have been identified to achieve the core purpose. The first objective is to develop a sport-focused strategy for major international events across the UK by:  developing a sport-focused strategy for major international events across the UK securing, with partners, the staging of world-class events in the UK improving standards and impact of world-class sports events through co-ordinated research and knowledge transfer providing specialist advice to link mega sporting events with the major international events strategy    supporting and co-ordinating the aspirations of NGBs to stage major international sporting events and maximising the development potential for their sport (both athletes and officials). A combined and coherent approach to international federations strengthens the UK‟s position, enhancing the likelihood of success when up against international competition. The second objective is to secure with partners the staging of world-class events in the UK by:  continuing to create beneficial partnerships with the HCSCs, devolved administrations, local authorities, event agencies and regions within England Appendix 2 Page 31 (RDAs) to harness and facilitate the financial and structural support required to stage successful events. Outcome: Successful staging and independent evaluation of world-class events The third objective is to improve standards and impact of world-class sports events through co-ordinated research and knowledge transfer. This will be achieved through:  developing an overall information base in liaison with partners. This would capture experience gained in areas such as: flags and anthems, drug testing, translation and interpretation, research, accreditation services, event presentation, risk management, and TV and media encouraging and fostering learning and knowledge-transfer maintaining a constant linkage with other parts of the international sports strategy a co-ordinated research programme that investigates the wider impact of world-class events and identifies best practice improvement providing expert advice and guidance to event organisers and specialist staff.     Outcome: Central knowledge base of world-class technical standards and improved understanding through new research Appendix 2 Page 32 The final objective is to provide specialist advice to link mega sporting events with the major international events strategy. UK Sport has an integral role in the decision-making pertaining to mega events, regardless of whether it is taking an active funding role. It encompasses the support and delivery of smaller international events which are critical to securing targeted mega events. By showing commitment to the support and development of sport, vital support and goodwill can be obtained with international federations, thereby developing long term relationships. Outcome: Recognition of advice available Appendix 2 Page 33 2.2 This purpose will be achieved through:  Supporting goal: World-class Standards Lead a world-class anti-doping programme for the UK These initiatives are concerned with implementing the UK anti-doping policy in order to promote the highest ethical standards and act as a deterrent to those tempted to cheat through the use of banned substances and methods. The initial task of implementing the UK‟s anti-doping policy will be achieved through:  monitoring and updating where necessary the UK‟s anti-doping policy supporting the implementation of the policy by governing bodies ensuring compliance with international standards managing the delivery of a testing programme   ongoing reviews of the policy, updating it to reflect any changes made to the WAD Code and the UNESCO Anti-Doping convention requiring all NGBs in receipt of funding from UK Sport or the HCSCs or who wish to be part of UK Sport‟s anti doping programme to sign an NGB Anti Doping Agreement committing them to compliance with the World Anti Doping Code. developing mechanisms to support the policy‟s implementation implementing a new IT system (in 2006/07) for the administration of the national anti-doping programme and its interface with WADA and the International Federations.      Outcome: Established and recognised anti-doping policy for the UK. In order to support the implementation of the policy by governing bodies, UK Sport will ensure NGB rules and regulations are fit for purpose and investigate the legal and operational requirements of establishing a National Tribunal Service to oversee the independent process for some NGB hearings and appeals. The plan accommodates increased responsibilities, as a result of the WAD Code, to manage the Therapeutic Use Exemption (TUE) programme. Appendix 2 Page 34 Outcome: Recommendation on the role of a UK Independent National Tribunal Service UK Sport will ensure compliance with international standards. It will monitor and maintain compliance of the UK policy with the WAD Code as well as the standards laid down by ISO9000 and UNESCO. Outcome: Continuing compliance with WADA, ISO and UNESCO. This The main activity is to manage the delivery of a testing programme. encompasses:  discussing annual testing programmes with the sporting bodies and answering the questions: What sports? Which athletes? Where to test? Developing an “intelligent testing” approach to test allocation that optimizes test effectiveness and deterrence supporting the recruitment of dedicated Anti Doping Officers in the NGBs delivering a quality testing service as set out in the Service Level Agreement contained within the NGB Anti Doping Agreement managing the contract(s) with the testing laboratory(ies). managing the recruitment and training of DCOs and Chaperones to the highest standards establishing appropriate policies to protect athletes, DCOs and Chaperones when performing their duties e.g. child protection   2003-4 pa Public interest Revenue generating Total 4,000 2,000 6,000 Increase 1,650 350 2,000 2008-9 pa 5,650 2,350 8,000     UK Sport plans to react faster to the needs of the NGBs and review the cost of testing. The number of public interest tests is forecast to increase by 40% over the period of the Plan; and revenue-generating tests to increase by 42%. Appendix 2 Page 35 Outcome: Efficient drug-testing programmes in accordance with UK and International policy. UK Sport will continue to contribute to the global fight against doping in sport through research and development, identifying the attitudes, values and behaviours of athletes competing at a range of levels in relation to anti-doping. Outcome: A long term study to track the development of attitudes, values and behaviours of talented athletes in relation to anti-doping Work with others to promote the highest standards of conduct in sport This purpose will be achieved through:  It is important to maintain the highest standards of conduct in sport. Through the 100%Me programme UK Sport will continue to provide world class providing education and guidance to enable athletes to compete drug free lead the continuous improvement of best practice models developing and implementing a joint plan to use world class athletes as role models education, support services and information to enable athletes to make safe, ethical and positive choices about drugs in sport. This increased impact will be made through the implementation of the three programme strands: accreditation, outreach and ambassadors within specific governing bodies, where sport personnel will be equipped with the information and resource to deliver ongoing education that is relevant, engaging and far reaching.   Outcome: A generation of athletes and support personnel that have confidence in the anti-doping systems in place and that believe you can succeed in sport without drugs. Appendix 2 Page 36 Organisational development and change programmes are critical if public investment is to be safeguarded and its impact maximised. Competent, modern and dynamic governing bodies will, in turn, support UK Sport to achieve its high level goals. It is in UK Sport‟s interest, therefore, to work with partners to:  lead the continuous improvement of best practice models, in particular the Equality Standard for Sport; provide consultancy support to enable governing bodies to achieve the Standard; and disseminate good practice examples through workshops, seminars and web-based content expect and require governing bodies to have in place and be implementing a range of effective policies, as defined within each NGB Funding Agreement  Outcome: All funded governing bodies achieving at least the foundation stage of the Equality Standard and meeting all requirements of the NGB Funding Agreement As part of long-term athlete development, we will work with world-class athletes to identify ways in which their skills, and the standards we have agreed, can be used for wider social benefit. Outcome: An implementation plan for world class athletes to act as role models. Appendix 2 Page 37 Appendix 3 Risks The following risks, with the proposed mitigation, have been identified Risk Impact Likely Hood London 2012 – Failure to meet Expectations High Medium Effective spending of all funding through a robust investment model. Olympic & Paralympic sports strategies are sound Funding Triggers to ensure effective governance Insufficient Funding to meet UK Sport Goals and objectives High Medium Maintain influence and good relations with Govt and DCMS in particular Regular reporting of delivery of targets set out in funding Agreement Ensure case is made for additional funding as appropriate Awards are allocated with cause “subject to available funding” Support promotion of Lottery to maximise Lottery income Scaleable investment strategy and risk based approach Associated Controls Appendix 3 Page 38 Risk Reliance on Third Party Bodies to deliver Targets Impact High Likely Hood Medium Associated Control Review of performance against targets ongoing and reported to Board Independent monitoring once per Olympic cycle Modernisation focus on improved structures, governance, systems, people development NGBs‟ access to risk management courses Performance team involved in NGB senior staff recruitment Investment Strategy agreed Quarterly WCPP expenditure checks on NGBs Management Audits of NGBs scheduled to reflect risk Self assurance process for NGBs being developed BOA Partnership in place BPA/NGB support system being developed Failure to Maximise impact of UK Performance Pathway High Medium Understanding of performance pathway and clear strategy for UKS role Ensuring that elite athlete profiling influences talent ID Measures in place to ensure joined up and appropriate funding Of the performance pathway NI/Wales and Scotland understand the opportunities for their athletes Increased coordination of sport plans through UK wide One Stop planning Appendix 3 Page 39 Risk Failure to play an appropriate international developments part in Impact High Likely Hood High Associated Control Regular dialogue with Govt and strategic alliances (British Council, VSO, CHOGM) Working with NGBs to develop strategic plans International representative programme criteria/reporting – invest in high flyers International development assistance strategy with objective Intelligence gathering including MOUs & IRIS Network Reputation risk of those events that proceed without UKS funding Medium Medium Defined responsibilities – UK Sport expert advisor Monitoring Involvement with mega-events strategy Working with PDCs to influence NGBs Provision of technical support/services Perceived conflict between various responsibilities High Medium WADA Code ISO/BSI Accreditation Scrutiny Panel Internal Policies and separation of responsibilities Strict staff training and manual and procedures Education policy Athlete personal award agreements and NGB funding Agreements Transparency of reporting and openness with media Appendix 3 Page 40 Risk Legal Challenge of National Anti Doping Programme Impact High Likely Hood Medium Associated Control WAD code UNESCO convention Policy development through consultation Legal advice on policy Review and sanction of policy by partner bodies Government view sought Failure to maintain stakeholders relationships with High Medium Identification of all relevant stakeholders and customers for Communication Clarity of roles and responsibilities in each relationship, with formal contract in place where possible Maintain influence and good relationship with Government and Sponsor department (DCMS) in particular Deal effectively and speedily with all government Maintain good, proactive relations with all relevant NGBs Regular communication with Lottery Distributors and other Lottery partners Appendix 3