Submission in response to the Strategy for Sport consultation October 2015
www.sportstructures.com | 1
Contents Executive summary
3
Participation
4
Financially sustainable infrastructure
7
Coaching workforce
9
Elite sport
13
Summary
16
www.sportstructures.com | 2
Executive Summary We are an established, award winning sports management consultancy with over 100 years of collective experience. We provide services to clients in the UK and the worldwide including Sport England, Sports Council for Wales, Sport Scotland, Sports Council for Northern Ireland, Sports Coach UK, the Sport and Recreation Alliance and numerous NGBs and CSPs.
We do believe a new definition of participation is needed. We suggest; 
Participation; taking part in a non-affiliated physical sporting activity either on your own or within a group

Sports participation: Taking part in governing body affiliated sporting activity
We have considered carefully the challenges identified
We
in the consultation documentation and developed our
organisations needs to be reviewed and revised with
response through internal discussion, LinkedIn group
more funds being invested in the DELIVERY of activity
discussions with over 1,000 views and discussions with
rather than bodies who provide strategic guidance.
key partners in Governing Bodies, National Sports
That strategic direction should be provided by
Organisations, County Sport Partnerships, coaches
government.
working at grass-roots and performance level and
We feel strongly the investment in the sporting
most importantly this people who undertake sport and
workforce should be made a priority. Great leaders
physical activity.
produce great activity.
We have used our existing research undertaken across
We hope you find our submission stimulating and
a number of sporting areas to give us a greater insight
worthy of consideration.
into the basis for our submission. Furthermore we have considered other governmental departmental actions in recent years. From our international work we
have
built
on
our
previous
international
also
believe
the
sporting
landscape
of
Simon Kirkland, Managing Consultant and former PE Teacher, Sport development officer, Leisure Centre manager and NGB CEO
benchmarking to see what works well across the world and most importantly how this can be applied to a British and English context. We recognise the significant investment made into sport over the cycle of the current sport strategy with many governing bodies receiving grants ten times what they had previously experienced prior to the confirmation of the Olympic and Paralympic games in London.
www.sportstructures.com | 3
Sports participation We do believe a new definition of participation is
are more likely to sustain participation in a social team
needed. We suggest;
sport environment. Therefore local sports provision
should enable women to move between sporting
Participation; taking part in a non-affiliated physical sporting activity either on your own or
disadvantage the providers.
within a group
experiences with a transfer system that does not
Sports participation: Taking part in governing
We believe a customer centric approach should be
body affiliated sporting activity
taken. We have identified that a wider view of sports
Our view is that government should consider what sports participation activity is popular with the citizens of England and invest in a whole life experience in that sport. For example most adult males have played teams
participation needs to be taken for example not everyone picks one sport and sticks to it, mud run one week – triathlon a year later-netball the following year, range and choice, informal sport at all ends of the spectrum of sports participation. This
sports at some point in their lives
change in approach will need support
and in many cases this ends in
for sporting bodies to change in how
their thirties yet the enthusiasm and
love
for
the
sport
they address participation within and
is
out with their sports.
maintained. Government should invest in NGBs developing and
We think more longitudinal tracking of
delivering modified versions of
different ages should be undertaken to
particularly
to
demonstrate how people change their
maintain people’s engagement in
sporting participation through their
team
sports
their favourite sport. Is walking sports the answer for
lives. A centralised system to record participant
30+ or an older demographic? We think there is more
behaviour and respond to that, measure of retention
of a social factor at 30+ whereby corporate leagues
and marketing, workplaces to initiate activity, social
should be developed, monthly within a social context.
interaction focus would add to the understanding of
Football are reporting considerable growth in "supervets" football with people well in excess of 60 wanting
how investment can be made more effectively, efficiently to make the greatest economic benefit. This collaborative approach will lead to breaking down NGB
and engaging in football on a regular basis.
Silos and make more efficient services. The challenge for female participation appears to be that of making sure that the right offer is available and that the ability to move between activities is made possible and easily accessible. For example our research from
the
Sportivate
programme
indicates
that
women like to start participation as an individual but
Sport clubs should be encouraged through financial investment
to
become
bigger
and
offer
wider opportunities for different age groups similar to the western European club model where clubs own and run municipal facilities for the betterment of their towns and communities. www.sportstructures.com | 4
This investment should be focused on developing local leaders and community groups supported by local business and local authorities to move to greater ownership of community facilities similar to the Castle pool in Birmingham. This is now in community trust ownership following an asset transfer from Birmingham City Council. Our Managing Director is proud to be a Trustee of this organisation and we strive to provide a high quality community based provision. We feel too much investment is made into national projects and more needs to go into grassroots projects that are local, developing employment opportunities through coaching and also recognising that communities across the country are different. Through our past work, addressing inequality does not have a short term answer it takes long term investment in people and infrastructure. The development of leaders within communities is critical and the work of Streetgames has started to address these inequalities. However this investment should be invested in building sustainable local communities sporting bodies similar to the Scandinavian model of sustainable “community sports clubs”. One of the key discussion points emerging is; “should governing bodies have a role in developing and delivering participation?” This is a fundamental question that needs addressing as many just need funds to govern their sport and have difficulty in expanding the player base. The size and organisation of smaller and new sports is the challenge to growth. We see the process very clearly as we have adopted this approach with a number of smaller sports such as Korfball and Roller Sport. Also recognising the new potential Olympic sports. The following process should be undertaken to identify the relevance of sport to British Society.
Undertake research to understand the market
Utilise this insight to develop suitable coaching, leadership and activator education courses to build an infra-structure of coaches and leaders
Reinvest surpluses made into the sport’s development www.sportstructures.com | 5
We believe there is a role for a central body that can provide shared services to a range of governing bodies that can through size offer a collective benefit. We have successfully offered this to a number of governing bodies for their coach education provision. This centralisation has enabled governing bodies to concentrate on developing coaches rather than organising courses whereas we have offered a collective planning and booking service at no additional cost to the NGB whilst also giving over £160,000 in royalty return to the NGBs. This has only worked as we have now reached a scale to be able to provide this collective service. This model could be applied to other NGB services including basic
memberships
services
as
we
do
with
Korfball,
development planning and delivery as we previously did for Archery and insight services which we do for Sportivate but also
Consider the effectiveness of building a team of governing body
aspirations
for
apprenticeships
supporting
local
growth sports
participation activity linking to ongoing provision with specific targets you can see that a focused company could concentrate solely on that delivery and not be side-lined by other issues that arise from time to time on a day to day basis in governing bodies. Finally sport and engagement in participation needs to further embrace new technology. Apps are vital, tracking people and their habits. This is done in the majority of large corporate companies and is something sport should definitely do. It would help to further develop more customer focused rather than what the NGB insight suggests, physical activity using technology e.g. laser tag, arcade games The landscape will change but we need to consider how organisations manage that change and work collectively using external bodies to help meet their needs. Our fear is that many organisation will chase the money as it has been traditionally distributed and not take a semi-commercial view on developing sport specific participation.
Adrian Evans— WRU Partnerships
have provided for a range of governing bodies and CSPs.
apprenticeships at a local level in line with the
“Sport Structures provided us an excellent solution for moving Schools Rugby forward in Wales based on sound consultation and excellent facilitation.”
Financially sustainable infrastructure Some observations:
ten fold plus increase in funding having staffing structures they could only dream of pre-Olympic
This and the last government have moved
confirmation in 2005.
education to nearly entirely government to school investment
So what could the landscape look like? Should the new infrastructure remove middle placed sports
The same could be said for the health service direct from government to hospital or general practice.
organisations? In our consultation for this submission we have had some people say that if national sports organisations didn't get funding who would notice? So are services provided by Skills Active, Sports Coach
This policy was applied to school sport with the Youth Sport Trust being cut out and the Primary School Sport Premium going directly to junior schools.
UK, Women in Sport, Sporting Equals, EFDS, AfPE, Sport & Recreation Alliance essential or desirable? We believe funding should be invested in outputs of more people playing sport or more people being training to lead activity.
This government has evolved a number of
What of Sport England? We believe it should it be
national agencies turning them into trusts e.g.
allowed to raise as well as distribute funds. We believe
British Waterways to the Canals and River Trust
it should change its contract management role to allow others to oversee implementation. It should become a
The current investment into a "governing body
campaigning body for sport supported by research and
centrist investment Strategy" only sees 38% of
lobbying and act in a similar way to the Canals and
Sport England's funding going directly into
Rivers Trust raising funds and recruiting volunteers.
governing bodies. Twelve years ago Local Authorities were seen as So is this political philosophy going to be applied to
essential now County Sport Partnerships have taken
sport? In a time when everyone is having to tighten
this essential delivery and strategic role in the sports
belts even further how should sport be restructured?
landscape. We believe that County Sport Partnership should be about delivering locally needed projects and
It is also worth noting in a time where recession has gone on around us some governing bodies have seen a
programmes. With all the project trimmings the County Sport www.sportstructures.com | 7
Partnerships collectively receive over £50 million a year. Is
participation delivery in set geographical areas.
.
this best value for increasing participation or does the network need to clarify its position as delivery agencies
Local Authorities: provide facilities to provide and
solely and not concern themselves with strategic
grow
connections. Look at progressive partnerships like West/
opportunities
South Yorkshire concentrating on delivery or the Black Country focused on economic regeneration.
facilities
both
formal
and
informal
This approach could enable NGB’s to return to solely serving their members and the private sector should seek
the
to grow participation with the guidelines set by the NGBs.
mentioned mixed economy of delivery where the
What of medium and small NGBs? This then identifies
responsibility of increasing participation is shared across
what is the role of NGBs that an not significantly increase
the whole of the sector be the way forward?
sports participation? Our strong feeling is that NGBs
Can Governing bodies on their own be the sole bodies
should take a “shared services” approach to NGB
responsible for increasing participation? The mixed
development
economy approach could see the following role going
development, research and insight.
And
what
about
governing
bodies?
Could
services
in
coach
education,
Club
forward: The private sector could provide these services against
Governing
bodies:
responsible
for
providing
clear specifications from NGBs. We have experience in this
competition, increasing participation among its
area and meet the targets needed by NGBs and CSPs. A
member clubs and satellites where they have
consolidated out-sourced service would provide a focused
influence and a measure of control.
targeting of growth in coaches and clubs whilst also providing vital customer insight into the needs of the
Private leisure sector: taking a significant role
NGBs?
through governmental investment seek to raise levels of participation. This should be “contract
Clubs should be encouraged to be more accessible to people especially those in their early 20’s or 30’s. The
managed” by governing bodies?
thought of just going to a club to try a sport would be a
development
daunting prospect for the vast majority of people of this
agencies: could provide collective service across
age, with the thoughts of “I’m not good enough to be in a
governing bodies to cost effectively support the
club”, “what should I wear”, and “Do I need my own
growth in governing body clubs, coaches whilst
equipment”. All of these questions may be asked by
providing insight across the sector to the NGB’s.
someone who has never played the sport before or has
Could they provide specific services against national
done but not for a number of years. Clubs should have
outcomes in coaching and expert advice?
more open days or go out to the community to show that
Private/Voluntary
sector
sport
the sport is for the everyday person.
County
Sport
Partnerships:
Should
provide
“The service continues to be of a high quality and matches our expectations and final reports continue to accurately match the brief. We are also much appreciative of your flexible approach and that you always meet all deadlines. A very professional approach from all of your team, many thanks.” Alison Williams – Sporting Champions
Coaching Workforce As a training provider of apprenticeships in sport; we
there is one apprenticeship pathway that will be able
feel many organisations are not realising the benefit
to cover all. We feel that sport should be compelled to
and opportunity of employing apprenticeships as well
employ a % of government funded staff as
as utilising the traineeship programme.
apprenticeships
and
these
to
include
the
following frameworks: From our experience sports organisations too readily employ graduates to positions without exploring the apprenticeship route not only in the delivery of sport and physical activity but in the administration and marketing of the services they provide. We feel that
Coaching
Outdoor activity
PE and School Sport
Fitness and Health
Business administration and customer service
Social media
training providers can provide a service to increase the number of apprenticeships in sport but also see an increase in participation as a result.
The biggest challenge in sport we feel is paying the apprentices' wages. We feel actions could include grants made through Sport England, whereby there is a grant incentive for employers employing a specified
Further consideration needs to be given to the method of delivery of the education side of the apprenticeships and how these move further into the workplace
% of apprenticeships.
through the development of staff within sporting For example small and medium NGBS and CSP have a
organisations to tutor, assess and verify educational
small workforce of development officers. Employing
practice.
one expert development manager and a network of
through an investment in staff development to enable
sport
a
them to educate, assess their own staff. This has seen
geographical area possibly employed through a central
an improvement in not only how the apprentice is
body such as ours, local authorities or CSPs would
supported but all the staff within the company have
development
apprenticeships
within
ensure the investment into staff gains a greater utilisation. We also welcome Ajid Javid, the Secretary
seen
We at Sport Structures have seen
an
improvement
in
how
they
are supported trained and developed.
of State for Business, Innovation and Skills proposal for an Apprenticeship Levy on very big companies.
Traineeships are also not greatly understood in the sector but they are an ideal pre-apprenticeships offer.
However we at Sport Structures feel the real
Traineeships offer a real opportunity to engage people
opportunity should be taken to develop networks of
who have not had the best of time in education and
apprenticeships in suitable pathways. We do not feel
need a change to develop a career in sport. We at
www.sportstructures.com | 9
Sport Structures have found Traineeships as an excellent .
coaches find it financially inhibitive to gain qualifications.
pre-apprenticeship programme which enables young
Sport Scotland subsidise coach education which has seen
people to have a taste of what they may do as an
a larger increase in the number and quality of coaches
apprentice and see if its right for them.
north of the border. Furthermore we do not see a mechanism of accrediting
At the other end of the apprenticeship spectrum is the
coaches experiences. For this we feel a national
Advanced Apprenticeship in Sporting Excellence. This is
“badging” process should be adopted to accredit
an excellent tool for developing potential athletes. It is
experience and recognise this through accrediting this
different from other apprenticeships as the apprentices
experience as is done in other sectors.
are
not
employed
but
part
of
a
performance
development programme. I do think the programme could be enhanced by engaging the apprentices in coach education courses, recognising that some governing
We welcome our involvement in the development of the coaching strategy for England we believe that the principles adopted in that strategy should be the basis of supporting coaching going forward.
bodies already do this. Another option should be to engage the apprentices in learning about sport development as they could be the next sport
We believe this strategy should engage coaches offering them: Progression - pathway to accommodate all
development workforce.
Inclusion - include all bursary scheme to support athletes We at Sport Structures see the benefit of investing in the potential of young people and apprenticeships are an ideal way of fulfilling and embracing this potential.
Integration - talented people linked with their own community. However governing bodies and those delivering sport
In the last year we provided over 300 courses with over
should seek to understand their workforce more.
300 learner undertaking a coach qualification with us.
Furthermore we need to progressively understand our
We feel we are well placed to give a view on the coaching
customers and the audience?
workforce.
Motivation
Barriers
Behavioural triggers
We
feel
a
balance
should
be
struck
between
qualifications for the employed workforce and training needed for those volunteering in sport.
We and the governing bodies we work with need to
Through the development of the UK Coaching Certificate
further understand the coaching workforce?
we have seen a review of coaching to bring it into line
Values and motivation
with national occupational standards. This we welcomed
Existing expertise and gaps
and through it have seen the standard of coaching
Lifestyle and commitments
increase. However we have seen many volunteers
“The feedback from participants on our coach education courses has been outstanding following the tutoring training with Sport Structures” Baseball-Softball UK “Sport Structures delivery a high quality services that meets the needs of the range of communities in the Black Country” Black Country Sports Partnership
The strategy needs to support how to establish what is a great customer experience for coaches and how the coaches will;
Give a return on motivation
Be supported and valued
Be flexible delivery formats
In addition to recording demographic data, which we do as a matter of course, a national research/insight model should be developed seeking through a range of methods to ask
the
following
questions
to
understand
coach
motivations:
How and why did you start in coaching?
Who do you coach?
Why do you coach?
Why do you undertake coach education?
What prevents you from attending coach education?
What prevents you from coaching more?
Of the people you coach what prevents them from participating more?
What are your aspirations as a coach?
What are the benefits to you of coaching?
Why did you choose this sport?
What will help you reach your aspiration as a coach?
What is your next stage of coaching and what educational support do you need?
How could your coaching experience be more recognised?
What support do you need to help you coach?
How would you like to receive this support?
What will help you to become an even better coach?
What examples can you give of great support you have seen or received as a coach?
From the outcomes there is a need to measure the actual and potential behavioural change and matching the responses above to demographic data start to develop a structure of how coaches can be further engaged with to develop support in a more effective way.
Using the power of sport to engage people into .
twelve week cycle. The Programme consists of the
volunteering and employment in sport is one of our
following;
specialisms and something we have won national awards for.
An individual needs assessment and induction
3 Sports Coach UK Workshops and an Emergency
We developed a model to enhance the opportunity for people from disadvantaged backgrounds to develop as coaches in sport. The project has been supported for five
First Aid Course
in Community Sports Leadership Award
years by the Pathways to Employment programme. We further enhanced the project by linking with the Triple S
programme. The Triple S project was created with the intention of enabling more people living within Sandwell to take part in sport and physical
activity.
A National Governing Body Level 1 Award / Level 2
Work placement at a club / organisation of the candidates choice
Employment options, signposting and advice
The
To date the programme has enabled
programme has been further
over three hundred candidates to
enhanced by funding through
become
the Learning and Skills Council
standard.
in
with
increase the number of high quality
Wolverhampton College with
coaches in Sandwell qualified to
matched funding through the
support grassroots delivery of a
Sport
wide range of sports and activities.
partnership
England
Community
qualified This
to
has
level
1
helped
to
Investment Fund.
Additionally a number of candidates
The project has been very
have
successful in its main aims to
employment.
address the balance of local
The project cuts across and meets
coaches
objectives
volunteering
and
gone
on
within
to
sport,
secure
health,
coaching in their communities
employment
and also the high number of
Similar model should be used to
people
further enhance communities by
with
low/few
and
regeneration.
qualifications and those who are long term unemployed
using sport to engage local people in developing sports
living within the Sandwell Borough.
participation within their own communities.
The Coaching Communities Programme is delivered on a
'We have developed a strong and effective partnership working relationship with Sport Structures Ltd. The result has been a fantastic programme which has made a real, positive and lasting impact on the lives of many people. The project has been widely acknowledged as exciting, innovative and an example of excellent partnership working. This has resulted in recognition at the very highest level nationally.' Sandwell Metropolitan Borough Council
Elite sport Some considerations:
not funnel elite sport funding through its Olympic association
All teams sports except Hockey had high Our view at Sport Structures is that high performance performance funding withdrawn after 2012 needs four elements;
Nearly 40% of GB medal winners in the last
psychologically prepared athletes/players
three Olympic Games have been public school
within effective NGB pathways with strong
educated yet under 6% of the school population
governance that enable fair decision making
is in public schools
GB have not won a “strength” (Weight-lifting,
Well-funded and supported physically and
and accessibility
High quality coaches with high level technical and scientific support with an understanding of
Wrestling, Athletic Throws) medal for many
a talent pathway and curriculum that has
Olympic cycles
informed performance coaches' education and
development
England Netball have received over the last number of four year cycles over £18 million for
High quality facilities with support services
high performance and still stand as third in the
High level regular UK based competition
world in the same top four as for the last 12 years.
So what needs to change? In some cases not a lot. The “no compromise” approach to funding by UK Sport
Hockey are now winning European medals after
has been a great success for sports that are generally
four continuous cycles of funding
individually based and in many cases a link between
The talent pool of English performance coaches is regarded by many sports as poor
excellent aerobically strong athletes with excellent scientific support and world leading technology. We cannot and wouldn’t criticise the marginal gains
The UK Sport “no compromise” approach to
approach of Sir Dave Brailsford. He is the other key
funding has successfully funded sporting success
component excellent single minded leadership. So
but does not allow for long term investment in
that approach should stay and continue to support the
major world sports
successful individually sports.
The UK is the only European country that does
www.sportstructures.com | 13
.
However further consideration should be given to
operation based on the major urban areas. The franchises
increasing the success in team and strength sports.
should adopt the American model and equalisation to
These need a different approach.
make sure completion is regularly at a high level. Franchises should be funded through government and
Hockey’s
recent
success
of
becoming
European
other commercial sources. However the scale of these
Champions has been through strong leadership, mature
franchises needs to be multiple sport covering Basketball,
coaching and a squad that spans at least 15+ years. All of
Volleyball, Handball and potentially Netball. The Netball
the players have been through a long term cycle of
super-league is a model that could work for a number of
support where near certainty of funding has led to an
indoor team sports and by bringing four sports into one
ability to grow a system and adult squads that can
franchise the economies and benefits of scale should
accommodate injury and still maintain a high standard.
enable the franchises to flourish.
Yet funding was withdrawn from other team’s sports just when change was starting to make a difference. The
To gain success at international level coaches are
difference with Olympic team sports is the world plays
essential and we have not developed enough quality
them not just the Commonwealth. Over 200 national
English coaches who are able to commit to coaching at
teams
Football,
the performance level. Some radical changes are needed
Basketball, Volleyball (the indoor game) and Handball.
to how we develop coaches. UKCC has pushed coaches
Compare this to cycling or rowing and they do not appear
down a route of being great coaching session coaches but
to reach 100 countries entering. So government should
not able to coach a game and learn and deal with instant
think again about a long term funding programme for
decision making that can positively change the game.
entre
qualifying
competition
for
team sports so we can compete at the highest level consistently.
Very little cross sport exchanges are entered into either. Our managing Director, former CEO of England Basketball
Alongside this investment should be made to improve the
made a point of watching the Netball at the
quality of our best inter-club competition in those
Commonwealth games last year and was tearing what
Olympic and potentially Commonwealth team sports.
little hair he has out at the way on three occasions
This in the main shouldn’t be left to the governing bodies
England appeared unable and unprepared to deal with
to run and organise but could be a franchised regional
the last two minutes of a game.
“Sport Structures understanding and knowledge of elite sport pathways has enabled us to plan for high performing gymnasts more effectively” - British Gymnastics “We developed the model for our ASSE programme with Sport Structures and the option they gave us will enable our best young players progress into the elite pathway more effectively” - England Netball
Throwing away a potential gold medal game and then losing out in the Bronze medal game due to in my view poor coach preparation. Apparently they practiced closing out the game the day before for the first time. Through our coach education we encourage coaches to practice the last two minutes running all possible scenarios for at least 20 minutes of every two hour in season training session. Just one example of where cross sport cooperation could work. Sport Science should also play a part in generically developing coaches. So we need to change the coaching system for coaches to learn and experience coaching the game and not just coaching drills. We would like to see a change to how we identify and nurture athletes for the strength sports. Prior to the Olympic Games UK Sport led a successful recruitment for tall people. Government should try the same for strong people and start to build hubs focused on strength and then guide athletes into Weight-Lifting, Wrestling or field athletics. These are multi-medal Olympic sports and we should be taking an approach similar to the Chinese in focusing on these to move even further up the medal table. This approach along with the investment in team sports should address the imbalance in the educational background of high performance athletes. It is an accepted norm in participation sport that disproportionate funding leads to a re-dressing of the social imbalance so why not take this same approach to performance athletes? “No compromise� is very effective but for those who have not been able through financial, educational establishment or family to get up the performance ladder. Yet many who are unable to fund this journey methods should be identified to support those from middle and working class homes to get into the performance funding process.
Summary We have purposely concentrated our response to the submission on our areas of expertise and although we have a view of other elements of the strategy consultation we feel others are better placed to make experienced based responses. In summary we welcome the development of a new strategy and are encouraged by the broad engagement of government departments in the production of the consultation document.
Extend the traineeships model into sport
Carry out extensive coaching workforce research to establish behaviour and attitudes of coaches
Support coach and volunteer education programmes that address unemployment and regeneration of communities in need of sport
Elite sport
Develop a model to provide long term support for Olympic team sports
Develop cross sport coach development/sharing programmes
Increase awareness of sport science amongst emerging performance coaches
We feel that the following issues should be addressed: Participation
Clearly define the difference between participation in sport or physical activity and sports participation within a regulated framework
Seek to take a mixed economy approach to delivery of sports participation
Continue to fund individual sports with the no compromise approach
Encourage governing bodies to bring together joint services to gain savings through collective common services in coach and club development
Further utilise strong and successful leaders to mentor performance coaches and directors.
Develop new ways of identifying and developing athletes for strength sports.
Clearly define the role of delivery partners in increasing participation
Carry out customer focused research to further understand the nature of behaviour change in sport
Embrace the use of current and new technology to increase sports participation
We have enjoyed the process of developing our submission as we feel this is a significant opportunity to further build on our excellent sporting system and give answers to increasing and sustaining sports participation and addressing health in general.
Infrastructure
Reduce the number of strategic bodies in the sporting landscape and invest in delivery agencies
Identify private sector companies who can deliver shared services to governing bodies and national sports organisations
Increase the ability of sports clubs to provide broader community sport provision
Coaching workforce
Identify funds to support the employment of sport apprenticeships
Ensure a % of that grant aid for revenue projects employing apprenticeships
www.sportstructures.com | 16
Sport Strategy Consultation October 2015
Sport Structures Albion Court 18-20 Frederick Street Birmingham B1 3HE 0845 241 7195 info@sportstructures.com www.sportstructures.com @sportstructures