Departmental Overview 2019-20 Department for Digital, Culture, Media & Sport
May 2021
This overview summarises the work of the Department for Digital, Culture, Media & Sport including what it does, how much it costs, recent and planned changes and what to look out for across its main business areas and services.
We are the UK’s independent public spending watchdog 2 Departmental Overview 2019-20 Department for Digital, Culture, Media & Sport Contents
Overview Part One Department activities and staffing 8
About the Department 3 Part Two NAO reporting on the Department and its public bodies 17
How the Department is structured 4
About the Department’s internal organisation 6
How the Department spent its money in 2019-20 7
The National Audit Office (NAO) scrutinises public spending for Parliament and If you would like to know more about the NAO’s work on the Department for Digital, Culture, If you are interested in the NAO’s is independent of government and the civil service. We help Parliament hold Media & Sport, please contact: work and support for Parliament government to account and we use our insights to help people who manage more widely, please contact: and govern public bodies improve public services. The Comptroller and Auditor Louise Bladen Sid Sidhu [email protected] General (C&AG), Gareth Davies, is an Officer of the House of Commons and leads Director Director 020 7798 7665 the NAO. We audit the financial accounts of departments and other public bodies. Value for Money Audit Financial Audit We also examine and report on the value for money of how public money has been [email protected] [email protected] spent. In 2019, the NAO’s work led to a positive financial impact through reduced 020 7798 7587 020 7798 7489 costs, improved service delivery, or other benefits to citizens, of £1.1 billion.
Design & Production by NAO External Relations ● DP Ref: 009039-001 © National Audit Office 2021 Contents
Overview Departmental Overview 2019-20 ● DCMS 3
About the Department The Department for Digital, Culture, Media & Sport (the Department) is responsible for delivering the government’s policies covering arts and culture, communications and media, sport, tourism, and building a shared society and digital connectivity.
Departmental objectives Priorities for 2020-21 The Department’s impact In the Department’s 2019 Single Departmental The Department set three main priorities In 2019, prior to the COVID-19 pandemic, the sectors of the economy related to Plan it set out seven objectives: for 2020-21: culture, media and sport employed 5.2 million people (11.7% of UK jobs).
❶ Drive the UK’s digital connectivity. ❶ Driving growth: performing a key role This included 2.1 million employed in the creative industries, in supporting and driving the UK’s 1.6 million in the digital sector and 1.4 million in tourism. economic recovery, with a focus on The number of jobs in the Department’s sectors grew by 2.6% digital infrastructure and innovation between 2018 and 2019. Encourage growth in an and domestic tourism. ❷ innovative economy.
In 2019-20 76% of adults participated in or attended arts activities or National renewal: the Department Promote a global UK as a great place events, 73% of adults visited a heritage site, 51% visited a museum ❷ is the lead department responsible ❸ to live and do business. or gallery, and 34% used a public library service. for hosting the Commonwealth Games, Festival UK 2022 and the Platinum Jubilee. Maximise participation in culture and The UK’s culture, media, and sport sectors were all significantly impacted ❹ physical activity. by COVID-19 – some estimates suggest that the financial sustainability of more than 90% of grassroot music venues and half of local sports Preservation of cultural heritage: the centres has been threatened by the pandemic. ❸ Department will support the UK's Make society safe, fair and informed. cultural institutions’ response to the ❺ challenges posed by COVID-19. To counter this, the Department has put in place a range of measures, including the £1.57 billion Culture Recovery Fund and a Ensure the Department is agile £750 million support package for charities. ❻ and efficient.
Help to deliver a successful outcome ❼ to EU Exit. Contents
Overview Departmental Overview 2019-20 ● DCMS 4
How the Department is structured The Department has 45 public bodies with a wide range of policy and operational responsibilities. Its public bodies are governed by their own independent boards, each with their own separate governance and internal assurance structures.
Figure 1: Department for Digital, Culture, Media & Sport (DCMS) structure
Arts and libraries Civil Other society
In addition to the organisations in Figure 1, the Department: Cultural Tourism property • sponsors three public corporations, which sit outside the Department’s accounts:
Channel Four Television Corporation Department for • Digital, Culture, Media & Sport • Historic Royal Palaces Sports Gambling • the Royal Parks Limited
• sponsors two non-ministerial government departments:
• the Charity Commission for England and Wales Regulators Heritage • the National Archives Museums Media/ and creative galleries industries • has responsibility for the operation of the National Lottery Distribution Fund
Source: DCMS annual report 2019-20 Contents
Overview Departmental Overview 2019-20 ● DCMS 5
How the Department is structured continued Public bodies consolidated into the Department’s accounts
Arts and libraries Media/ creative industries Regulators • Arts Council England • British Broadcasting Corporation (including • Information Commissioner’s Office BBC Commercial Holdings Limited and its direct • British Museum • Ofcom subsidiary holding companies) • British Library • British Film Institute • S4C (Sianel Pedwar Cymru) Sports Civil society • Birmingham Organising Committee for the 2022 Commonwealth Games (Birmingham 2022) • Big Lottery Fund (operating as National Lottery Community Fund) Museums and galleries • The English Sports Council (Sport England) • National Citizen Service Trust • British Museum • UK Anti-Doping • Geffrye Museum • The United Kingdom Sports Council (UK Sport) • Horniman Public Museum and Public Park Trust Cultural property • Sports Grounds Safety Authority • Imperial War Museum • Reviewing Committee on the Export of Works of Art and Objects of Cultural Interest • National Gallery Tourism • Treasure Valuation Committee • National Museums Liverpool • British Tourist Authority (operating as VisitBritain • National Portrait Gallery and VisitEngland) Gambling • National Maritime Museum • Horserace Betting Levy Board • Natural History Museum Other • Gambling Commission • Royal Armouries Museum • Phone-paid Services Authority • Science Museums Group Heritage • Sir John Soane’s Museum • Churches Conservation Trust • Tate Gallery • The Historic Buildings and Monuments • Victoria and Albert Museum Commission for England (Historic England) • Wallace Collection • National Heritage Memorial Fund (NHMF) Contents
Overview Departmental Overview 2019-20 ● DCMS 6
About the Department’s internal organisation
HM Treasury has given the Department money to improve its central services The Department is currently organised into three groups In 2019, the Department commenced a corporate transformation programme. This aims to strengthen its corporate functions and has six strands.
Permanent Secretary and Accounting Officer Strategy, departmental planning Analysis, use of evidence, and Public bodies partnership programme and structures specialist expertise
Finance, commercial and IT People, workplace and culture Communications
Culture, sport and civil society In the first year of the programme, the Department focused on recruitment and the support offered by key corporate functions. The next phase will be to develop ‘centres of excellence’ across the corporate centre to enhance services and ensure improvements become business as usual.
In September 2020, the Department expanded the programme’s remit and shifted the focus to benefit the whole Department.
Digital and media
Investing in our People Enhancing our Ways of Working Improving our Systems • Locations Programme • Risk Assurance • HR Systems • Skills and Capabilities • Commercial Transformation • ERP/Shared Services • Workforce Strategy • Public Bodies Partnerships • Data, Digital and Telecoms Strategy and operations (DDaT) • Hybrid Working • Science • Analysis Contents
Overview Departmental Overview 2019-20 ● DCMS 7
How the Department spent its money in 2019-20
The Department spent £8,864 million in 2019-20 Figure 2: Department for Digital, Culture, Media and Sport’s spending by activity, 2019-20 • The Department spent £1,646 million (23%) more in 2019-20 than in 2018-19 (£7,216 million). Of this increase:
• £846 million related to BBC capital spending due to a one-off impact BBC in 2019-20 to recognise more property held under leases as assets £4,929m following a change in accounting standards;1 and • £640 million related to BBC revenue expenditure, primarily due to Lottery grants £1,420m impairment and downward revaluations of its lease, financial and Tourism investment property assets at 31 March 2020. £52m • The BBC accounted for £4,929 million (56%) of the Department’s spending Museums in 2019-20 (£3,444 million 2018-19). The licence fee collected by the BBC, Administration and galleries and research which is used to fund BBC expenditure, was £3,267 million in 2019-20 £628m (£3,222 million 2018-19).2 £102m • Excluding expenditure on the BBC, the Department spent £415 million on its broadcasting, media and digital responsibilities in 2019-20. This included £77 million in private capital funding for Channel Four Television, the Total net Arts and Heritage expenditure culture majority of which was to ensure it had access to sufficient finance during £111m the COVID-19 pandemic. £8,864m £418m • The Department spent £205 million on sports in 2019-20, £12 million of which was used to prepare for the Birmingham 2022 Commonwealth Games.
• The Department spent £102 million on its running costs (administration and Libraries Broadcasting research) in 2019-20 – 1.2% of its spending. £120m and media £415m The Department generated £142 million in income in 2019-20 National Other • Some activities generate income for the Department. The largest of Citizen Service £312m these is the arts sector, which generated £80 million in 2019-20. £152m Sports • Others include ‘Ceremonial and support for the Heritage sector’ (£26 million) £205m and the Horseracing and Gambling sector (£16 million). Note 1 Figures given include both resource and capital funding, and are net of any income received by the Department. Notes 1 The BBC and Departmental group’s accounts adopted International Financial Reporting Standard 16 in 2019-20. Source: Department for Digital, Culture, Media & Sport’s Annual Report and Accounts 2019-20, Statement of 2 BBC licence fee income is reported in the BBC Television Licence Fee Trust Statement for the Year Ending Parliamentary Supply 1.1 and 1.2. 31 March 2020 and is not reported within revenue in DCMS’ Annual Report and Accounts. Contents
Part One Department activities and staffing Departmental Overview 2019-20 ● DCMS 8
Part One Managing Public Money Department The Comptroller and Auditor General (C&AG) certified the Department’s 2019-20 accounts with an unqualified audit opinion on 15 December 2020. activities COVID-19 has significantly impacted the The Department’s expenditure and staffing valuation of the Department's assets at (notwithstanding impairments on its assets) 31 March 2020. will continue to grow as the Department Due to the impact of COVID-19, there is material supports the economic recovery from uncertainty over the valuation of the Department’s and COVID-19 and spends on other priorities. the Departmental group’s land and buildings as well as The Department for • In the 2020-21 period there was a significant its assets from lease arrangements (right of use assets). Digital, Culture, Media & increase in the funding of arts, heritage and charity Consequently, less certainty and a higher degree of organisations as a result of COVID-19. Additional Sport undertakes a broad caution should be attached to management’s valuation support includes the Culture Recovery Fund, charity than would normally be the case. The C&AG’s audit variety of activity across support package and sports support package. its different sectors. This opinion was not qualified in respect of this matter as the valuations were prepared reasonably using the • Spending on Broadband Delivery UK (BDUK) Part looks at how the information available at the time. programmes will increase. In the 2020 Budget Department has managed statement, the government confirmed its The Departmental group’s right of use assets were public money, recent commitment to invest a total of £5 billion on rolling downward revalued or impaired by £999 million (42%) out gigabit-capable broadband in the most difficult activities across its sectors and its investment in the BBC’s commercial holdings to reach areas of the UK. In November 2020, the and programmes and the downward revalued by £318 million (20%) at 31 March government announced £1.2 billion of spend for 2020. Other financial assets related to the BBC and in the roll-out from 2021-22 to 2024-25. staffing of the Department. particular their refinancing of New Broadcasting House also dropped in value by £49 million (11%). • Spending on the Birmingham Commonwealth Games organising committee will also increase.
The NAO’s Covid-19 cost-tracker is available here. Contents
Part One Department activities and staffing Departmental Overview 2019-20 ● DCMS 9
Managing Public Money continued
The Department has, however, consistently spent less than its Figure 3: The Department for Digital, Culture, Media & Sport’s total expenditure versus budget. In 2019-20 the Department spent £619 million (6.53%) Estimate (budget) less than budgeted as a result of the following: The Department has consistently spent less than its budget
£ million The BBC had an underspend of £233 million. Of this, £200 million related to lower borrowing and lease requirements by BBC’s commercial subsidiaries.