ANNUAL REPORT & ACCOUNTS

THE ENGLISH SPORTS COUNCIL GRANT-IN-AID AND NATIONAL LOTTERY DISTRIBUTION FUND

ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2019 HC 2303

The English Sports Council Grant-in-Aid and National Lottery Distribution Fund

Annual Report and Accounts for the year ended 31 March 2019

Annual Report presented to Parliament pursuant to Section 34(3) of the National Lottery etc. Act 1993 (as amended by the National Lottery Act 1998) and Accounts presented to Parliament pursuant to Section 35(5) of the National Lottery etc. Act 1993 (as amended by the National Lottery Act 1998 and the National Lottery Act 2006).

Ordered by the House of Commons to be printed on 18 July 2019

HC 2303 © Sport England Copyright 2019

The text of this document (this excludes, where present, the Royal Arms and all departmental or agency logos) may be reproduced free of charge in any format or medium provided that it is reproduced accurately and not in a misleading context.

The material must be acknowledged as Sport England copyright and the document title specified. Where third party material has been identified, permission from the respective copyright holder must be sought.

Any enquiries related to this publication should be sent to us at [email protected]

This publication is available at www.gov.uk/official-documents

ISBN 978-1-5286-1053-7 CCS0219624484 07/19

Printed on paper containing 75% recycled fibre content minimum

Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office WELCOME TO SPORT ENGLAND’S ANNUAL REPORT FOR 2018-19 – WE’RE WORKING TO TRANSFORM PEOPLE’S LIVES THROUGH SPORT AND PHYSICAL ACTIVITY

CONTENTS

CHAIR’S FOREWORD 06 GRANT-IN-AID AND GROUP ACCOUNTS 60 CEO’S INTRODUCTION 07 The Council’s and Chief Executive’s responsibilities 61 Comptroller and Auditor General Report 62 PERFORMANCE REPORT 08-15 Statement of comprehensive net expenditure 65 Sport and Activity for All 08 Statement of financial position 66 Areas of Focus 09 Statement of cash flows 67 Our Strategy 10 Statement of changes in taxpayers equity – Group 68 How We’ll Deliver Our Priorities 12 Statement of changes in taxpayers equity – Council 69 Financial Overview 14 Notes to the accounts 70

PERFORMANCE ANALYSIS 16-33 NATIONAL LOTTERY DISTRIBUTION 95 Measuring Adult Activity Levels 16 FUND – ACCOUNTS Children and Young People 18 The Council’s and Chief Executive’s responsibilities 96 Enabling Activity Where People Live and Work 20 Comptroller and Auditor General Report 97 Local Support for Local People 22 Statement of comprehensive net income 100 Entrepreneurial Opportunities for Future Investment 24 Statement of financial position 101 Supporting Regularly Active People 26 Statement of cash flows 102 Breaking Down the Barriers to Activity 30 Statement of changes in equity 103 The Power of Digital 32 Notes to the accounts 104

ACCOUNTABILITY REPORT 34-59 Working Towards the Best Environment for our People 34 Financial Review 37 Remuneration and Staff 40 Governance Statement 49 CHAIR’S FOREWORD ONLY BY THE SECTOR WORKING TOGETHER CAN WE REALLY SEE THE DIFFERENCES WE’RE SO DETERMINED TO MAKE

We have an ambitious mission: extend my own thanks to those who We know what we need to transform sport and physical made this survey possible, including to“ do to help achieve our activity so that everyone can benefit. of course the schools and children mission, and this year we’ve Delivering that requires a significant themselves. shift in how we as a sector do things. really focused on the how. I was particularly pleased to see us That shift is already well under way successfully co-host, alongside Public as we pass the two-year point of our Health England, the International Towards an Active Nation strategy. But Society for Physical Activity and Health the pace cannot relent. congress in October. With 1,000 delegates from around the world in We know what we need to do to attendance, the sharing of learning on help achieve our mission, and this so many important topics was a true year we’ve really focused on the example of collaboration in action. how. That means, for example, being more flexible so we can support I cannot talk about the past 12 months entrepreneurial ventures early on; and without thanking Sport England’s supporting the sector to meet the employees, who continue to embrace opportunity of digital technology. our mission with tremendous passion. I’d also like to express my gratitude to None of this can be achieved on our members of the Sport England Board, own, and we’re clear that only by who have devoted so much of their the sector working together can we time and energy to ensuring we’re really see the differences we’re so building a more active nation that is determined to make. inclusive of everyone, everywhere.

The results in December of our first

Active Lives Children and Young

People Survey underlined how crucial it is that everyone – from parents and children to the sports sector and all parts of government – comes together to address this issue and increase Nick Bitel childhood activity. I would like to Chair CEO’S INTRODUCTION THE AMBITION OF OUR STRATEGY PRESENTS A HUGE OPPORTUNITY TO TRANSFORM THE SPORT AND PHYSICAL ACTIVITY LANDSCAPE

It is a pleasure and privilege to have We’re also working with the sector The need to increase joined Sport England in November to make sure we fully embrace the “the scale and pace of what 2018 as its Chief Executive. I recognise opportunities that digital technology we’re doing to help even how the ambition of our strategy presents. We’re encouraging and presents a huge opportunity to helping organisations to open their more people benefit from transform the sport and physical data, so information about sport being active is clear. activity landscape and genuinely to and physical activity opportunities impact positively on the health and can become more readily available. wellbeing of the nation. It’s vital that we all open our eyes to what’s possible, because digital and I realise too, however, that we can data solutions will shape the physical only achieve that by galvanising and activity landscape of the future. working together with the sector. We cannot continue to do the same things Lastly, it was tremendous to see the in the same way, as that will only launch last October of the third phase produce the same results. Nor can we of This Girl Can: Fit Got Real. This is stand still – the need to increase the such an important campaign for us, scale and pace of what we’re doing to working to get women and girls from help even more people benefit from all backgrounds and from all walks of being active is clear. life moving by breaking down some of the barriers to physical activity. I firmly As this review highlights, one way believe campaigns that are grounded we’re doing that is through our Local in insight can make a real difference to Delivery Pilots. These 12 carefully the people we’re trying to reach, and selected places across England are the next 12 months promises much on testing new ways to help people get this as we look at new campaigning active at a local community level, opportunities. I am really looking and we’re beginning to glean rich forward to the challenge. information about what is and isn’t working. We’re not sitting on this insight: we’re talking to the sector, actively sharing what we’re learning, and being really open with sector professionals. It’s important to see this Tim Hollingsworth OBE test and learn approach in action, and Chief Executive it’s continuing at speed.

INTRODUCTION 7 Performance report

SPORT AND ACTIVITY FOR ALL

ESTABLISHED BY ROYAL CHARTER IN 1996, SPORT ENGLAND IS THE ARMS-LENGTH BODY OF GOVERNMENT RESPONSIBLE FOR GROWING AND DEVELOPING GRASSROOTS SPORT, AND GETTING MORE PEOPLE ACTIVE ACROSS ENGLAND

We know that being physically Looking ahead active enriches lives, builds stronger Our Towards an Active Nation strategy communities and creates a healthier, was published in 2016 to help deliver happier nation. the health, social and economic We want everyone in England outcomes set out in the Government’s regardless of their age, background or Sporting Future strategy. level of ability to feel able to participate Through the considerable support in sport and physical activity. Yet too of our partners, we’ve achieved a great often the people with the most to gain deal. But we know there’s still more from being active are the least able to do. to take part. So as we pass the midway point of our This has a direct impact on their health strategy period, we’re now focusing – and on the wider economy too. on a number of key priorities that give The figures are startling: research us a clear direction on what we’re trying shows that one in six adults in the UK to achieve between now and 2021. die as a result of being inactive. Half of all women and a third of all men With a set of evidence-based plans in England are damaging their health behind each priority, we’re continuously through a lack of physical activity. testing and learning what we need And this is costing the nation an to do to deliver these objectives and estimated £7.4 billion each year how we’ll measure success. Constantly (Public Health England, Everybody working to improve our understanding active, every day – 2014). will help ensure that our resources – both our people and our investments Our mission is to address the – are allocated in the right way to meet inequalities and transform sport and the challenges we’ve set ourselves. physical activity so that people in every part of the country can benefit. And through everything we do, we’ll keep the consumer at the front We do this by providing expertise, of our minds, so that as we test new insight and funding to improve concepts and do things differently, the nation’s long term physical we stay flexible and adapt as we and mental health. learn more. We know long-term change is only possible if the sector as a whole is pulling in the same direction and meeting the needs of the consumer. So, we’re committed to using our influence to bring about this change.

Insight underpins everything we do. We gather evidence, provide expertise and conduct groundbreaking research to understand people’s motivations and barriers so we can make evidence- based decisions and change behaviour. AREAS OF FOCUS IN 2018-19 OVER THE PAST 12 MONTHS WE’VE:

• Achieved against three targets • Launched the third phase • Generated £35 million of to increase activity and saw the of the This Girl Can Campaign – investment in sport facilities first drop in the number of people #FitGotReal – with a particular across England as part of our role who are inactive focus on minority ethnic and as a statutory consultee for local low-income groups councils on planning applications • Invested in Local Delivery that affect playing fields Pilots, with specific sums • Published our first Active Lives awarded to Greater Manchester, Children and Young People Survey • Funded 226 projects from over Essex, Birmingham and Solihull, results – a world-leading piece of 1,700 applicants to our Community Doncaster, and Exeter and insight that will help us understand Asset Fund, helping them develop Cranbrook to trial new and more than ever before how and a local space or place where innovative ways of tackling why children and young people people can get more active inactivity in specific locations get active • Worked with OpenActive and • Awarded funding through our • Agreed and launched a new supported 10 startups that Families Fund, which aims to help role for the Active Partnerships developed innovative ways families get active together, and our network (formerly known as County to help people get more active fund helping regularly active people Sports Partnerships), focusing stay active when there are major on finding the best ways to help • Continued to invest in the changes in their lives communities get more active NSPCC’s Child Protection in Sport Unit, the Ann Craft Trust, NWG • Formed new partnerships, • Ran a pilot of our free Teacher Network – which helps combat including with parkrun, Mencap, Training programme with 42 child sexual exploitation – and Intelligent Health’s Beat the Streets, schools, prior to starting to roll other safeguarding partners the Richmond Group of Charities it out to 17,000 secondary school to provide expert advice and and Man v Fat PE teachers support to sports organisations and providers.

performance report 9 OUR STRATEGY

The remit of our work has expanded Every investment we make – in fact We have three organisational significantly since the publication of everything we do – focuses on at least targets, agreed with Government, the Government’s Sporting Future one of the five outcomes in Sporting to measure the success of our priority strategy, and the physical activity Future (see diagram below). of increasing activity, with a focus challenges the country faces remain on women and people from lower complex, with no single intervention The operating model that supports socio-economic groups. These are providing the solution. our strategy, Towards an Active to increase the number of: Nation – our response to Sporting We provide advocacy, expertise, Future – aims to simplify what • people who are regularly active insight and invest through a number is a complicated challenge. by 500,000 nationally of different funds – this all helps us to identify and understand a number Underpinning our vision to transform • women who are regularly active of new approaches to improving people’s lives through sport and by at least 250,000 nationally individual, social, community and physical activity, we focus on two • people from lower socio-economic economic development, as well as of three objectives from Sporting groups who are more active by people’s long-term physical and Future. We have five organisational 100,000 in targeted locations. mental wellbeing. priorities against which we invest under each of these. Progress against these targets is We’ve made a deliberate strategic being measured between November choice to adopt a test and learn Each priority has a set of success 2016 and November 2020. approach in this strategy period – measures against which the progress which runs until 2021 – identifying of our work in each area is judged. what new ideas and interventions work, while making sure that we continue to support established successful work within the sector. THE INEQUALITIES ENHANCING LEADERSHIP ENSURING APPROPRIATE IN ACTIVITY LEVELS AND GOVERNANCE SAFEGUARDING

We know there are inequalities in We believe that finding new ways STANDARDS ARE levels of activity – that’s why we’re of doing things, adapting IN PLACE focusing on helping more women governance structures and and people from lower-socio ensuring that leadership comprises The success of sport at grassroots economic groups get active. the right skills and diversity, are and elite level depends on putting fundamental to building a stronger first the safety, wellbeing and Our Active Lives Survey results sport and physical activity sector. welfare of everybody involved. for both adults and children (see pages 16 to 19) lay bare these As the findings of our Active Lives That’s why we’re committed stark inequalities. We know, for Adult Survey show, the sporting to helping protect everybody example, that disabled people are culture and ways in which people in the sector against all forms twice as likely to be inactive as take part in physical activity are of bullying and exploitation. non-disabled people. also changing fast, placing new As well as vulnerable young demands on leadership across the people, these range from adult There are many reasons why sector. participants to administrators, certain groups are less active than sports club volunteers, match others, including poor provision of See page 25 to read how officials and more. We’re deeply suitable local facilities, financial and we’re helping develop potential aware of our responsibilities to emotional circumstances, or simply leaders from a diverse range ensure that all those in a position having too little time or motivation of backgrounds. of influence, from policy-makers to get regularly involved. and governing bodies to clubs and individuals, act in accordance All these factors and more, mean with their duty of care at all times. that too many people are missing out on the proven benefits of being active (see the rest of this report for more on how we’re addressing this).

performance report 11 HOW WE’LL DELIVER OUR PRIORITIES

We know what we want to do (our priorities), but sitting under that is the ‘how’.

To deliver our priorities, we’ve identified five areas that offer the greatest potential for making rapid progress towards achieving our targets.

Investing in new markets Place-based and opportunities: working:

Rather than simply investing in By targeting specific geographical organisations that already have locations to influence the policy a mature business model, we’ll environment and test decisions, be flexible in how we invest in messaging and projects, we can identify organisations and initiatives at any those effective initiatives that work and stage of their lifecycle. This means should be scaled up for wider impact. we can start to identify and support This means we can bring together work entrepreneurial ventures early enough on building active environments and to gain larger returns than would be other outdoor investments to create possible through investing at a later a physical infrastructure that enables stage. (See page 25 for information people to get active. (See pages on how established innovations like 20-23 for more information, including the Daily Mile and parkrun are setting how we influence the design of new the standard for new ventures.) developments and are testing new ideas in our network of 12 Local Driving digital Delivery Pilots.) transformation: Traditional Helping to make finding opportunities markets: for sport and physical activity as easy as it is to book a restaurant or a hotel. By targeting and influencing This involves developing and adopting established partners like national the digital ‘mindset’ that is already governing bodies of sport, local authority widespread among consumers, leisure departments, and gym and enabling us to identify and support fitness chains, we aim to improve innovations that will transform the sector what’s on offer to people through and provide more and better data on continuous evolution and refinement. opportunities to get active. (Page 32 (See pages 26-29 for details on the outlines how we’ve supported 10 digital national governing bodies and other startups to create new opportunities partners we supported during the year). for people to get active.) These five areas form the basis for the Performance Analysis section National campaigns of this report (pages 16-33), in which and activation: we describe our performance during With our This Girl Can campaign 2018-19. now in its third phase, we’re working with partners to develop further insight-based communication programmes to help our target groups get more active – see pages 30-31 to find out about our work with the Richmond Group of Charities and Public Health England. performance report 13 FINANCIAL OVERVIEW

NATIONAL LOTTERY AND EXCHEQUER INCOME

Lottery funding Exchequer funding

£199.4 MILLION £104.3 MILLION Total income: 2018–19 66% 34% £303.7M

£203.3 MILLION £101.3 MILLION Total income: 2017–18 67% 33% £304.6M

TOTAL EXPENDITURE TOTAL EXPENDITURE 2018-19: £297.9M 2017-18: £267.5M

£2.3M £32.8M £3.4M £31.2M National Sports Other National Sports Other Centres Centres

£2.5M £1.8M Non-cash £87.3M Non-cash £86.3M grants Exchequer grants Exchequer awards awards

£173M £144.8M Lottery awards Lottery awards £260.3M £231.1M Total awards Total awards

Other expenditure includes Staff costs £16.7m (2018: £15.6m), Sports Development £9.4m (2018: £8.2m) and Administration £6.7m (2018: £7.4m) AWARDS 2018–19 £260.3 million committed, shown by priority £4.5M £3.8M Volunteering Leadership and governance £5.2M £2.7M Other Customer-focused system

£14M £2.1M Active Safeguarding environments £65.9M £27.6M Increasing activity Talent

£42.4M Children and £9.9M young people £38M Women Low socio- economic groups £44.2M Decreasing inactivity

1,575 awards (69% Lottery/ 31% Exchequer) £167K 67 Average award different sports/ activities funded £18M £300 Largest award to Smallest awards to Football Foundation Moreton Morrell Community Trust and Rotary Club of Witney

performance report 15 performance analysis

MEASURING ADULT ACTIVITY LEVELS

WITH INACTIVITY FALLING AND ACTIVITIES LIKE WALKING AND GYM AND FITNESS ON THE RISE, THE ACTIVE LIVES ADULT SURVEY IS SHOWING US HOW PEOPLE ARE CHOOSING TO DO WHAT BEST SUITS THEM AND THEIR LIVES

Now in its fourth year, the Active The results also showed that women, Addressing the barriers Lives Adult Survey gives us a people in lower socio-economic to volunteering comprehensive picture of the groups and disabled people are less Compared with the baseline data nation’s activity levels, and builds likely to be active – reinforcing our from 2017, the October 2018 Active on our understanding of what strategy’s focus on addressing the Lives results showed a decline drives behaviours. inequalities that exist in activity levels. of around 400,000 in the number of The survey was launched in Walking, gym and fitness, and people volunteering at least twice a November 2015, and means we adventure sports on the rise year. This is a cause for concern, and can now also measure some of we’re currently carrying out research The Active Lives figures showed into the contributing factors behind the key performance indicators in that 28 million people – 62.3% the Government’s Sporting Future this data, looking at volunteers’ of all adults – are active, doing 150 experience and retention rates. strategy, including: levels of physical minutes or more activity a week. activity and inactivity, volunteering Of all the activity groups that we Without volunteers, most sport and and spectating among people in measure, walking showed the physical activity simply wouldn’t England aged 16 and over. greatest increase in participation, happen, but there’s so much more By giving an insight into the nation’s with nearly one million more people to volunteering. They also receive activity levels, it’s therefore an walking at a moderate intensity the same beneficial outcomes as important tool in informing the work at least twice during the month prior those who are taking part in activity, we do. to completing the survey. including heightened levels of wellbeing, satisfaction, self-efficacy Participation increases, Adventure sports saw 213,400 more and social trust. To date, we’ve people taking part, while combat inactivity falls made 32 investments with a total sports and martial arts also grew. value of more than £5 million in Based on a sample of more than Particularly notable increases in two volunteering funds. The results 185,000 respondents, the survey people doing yoga, Pilates and we’re seeing from these are clearly – which was completed by people high-intensity interval training helped demonstrating the benefits volunteers between May 2017 and May 2018 – gym and fitness classes grow in gain from these roles. showed a 116,400 fall in the numbers popularity. These rises suggest that of people classed as inactive (those the commercial health and fitness Through these Potential and doing fewer than 30 minutes’ physical industry is achieving some success Opportunity funds, we’re working activity a week at moderate intensity, by continuously refreshing its offer. to support young people aged which means enough to raise your Activities that showed a decline in 10 to 20 and people from heart rate). It’s encouraging to see participation, including cycling and disadvantaged communities this fall, and while the survey is football, were adversely affected by to mobilise a new generation still too new to give a full picture of bad weather in the spring of 2018. of volunteers and help more long-term trends in how people are people discover the benefits engaging with sport and physical Overall, the research suggests that of volunteering. activity, the data is helping us to people’s activity habits continue refine our understanding of how to diversify, showing how important people are getting active. it is that the sector as a whole meets these varying needs. Looking at different ethnic groups, while activity levels are highest for mixed and white other adults, they’re lowest for South Asian, black, and other adults. THE STATS THAT MATTER INSPIRING ACTIVITY STEPPING OUT WITH 62.3% AMONG OLDER PEOPLE CARERS of adults in England are physically active, meeting Currently, 34% of people aged 55 The Stepping Out project, run the 150-minute-a-week and over are inactive, compared by Ramblers GB, has brought threshold with 25% of the population as a together ramblers, volunteers whole. Our Active Ageing fund and local carer organisations is supporting innovative and to provide regular walks for carers 116,400 experimental approaches that and the people they care for. fewer people are classed put people at their heart as part The programme was set up as inactive, managing of the effort to tackle inactivity, because of the low attendance fewer than 30 minutes’ using sport and physical activity to at walks aimed at engaging activity in a week address problems like poor mental disabled people. Research showed health, dementia, loneliness and that carers were a key missing addiction. link, so by focusing on the needs 213,400 of carers, Stepping Out has more people are taking The diverse range of 21 projects discovered huge demand. Those part in adventure sports we’ve used the fund to support taking part have built lasting (i.e. hill walking and include a seated gymnastics friendships, as well as getting climbing) programme from British the benefits of being more Gymnastics, which is transforming physically active. the lives of people living with 6.3M dementia. adults (14%) volunteered at least twice in the last The fund has also invested in 12 months Motitech’s innovative indoor cycling programme, which Figures from the Active Lives May 17/18 report. gives care home residents the chance to ‘cycle through’ virtual environments, like their home town.

And we’re supporting several projects that use walking and the attraction of exploring our waterways, coastline and parks to bring inactive – and often lonely – people together to socialise, learn new skills and get active.

performance analysis 17 CHILDREN AND YOUNG PEOPLE

OUR NEW, WORLD-LEADING ACTIVE LIVES CHILDREN AND YOUNG PEOPLE SURVEY HAS REVEALED STARK AND INDEFENSIBLE INEQUALITIES IN ACTIVITY LEVELS

Working to identify and overcome the Factors influencing participation The benefits of being active activity challenges that are specific The survey showed that around 3 The survey also demonstrated the to children and young people is million children (43.3%) lead active clear benefits associated with being a greater area of focus for us as part lives, with 1.2 million (17.5%) meeting active, including links to children’s of Towards an Active Nation. the Chief Medical Officer’s guidelines physical and mental wellbeing, to their To help us create an appropriate of more than 60 minutes of physical personal development and to the levels agenda for identifying key issues, activity seven days a week. of trust in local communities. setting priorities and defining targets, But more than 2.3 million (32.9%) are We followed the publication of these we commissioned the first ever Active less active and achieve fewer than 30 first children’s survey results with Lives Children and Young People minutes of physical activity a day, while research that asked children about Survey. By tracking engagement, 1.7 million (23.9%) are fairly active, their physical literacy, which is activity and volunteering levels among which means they do between 30-59 a combination of a person’s enjoyment, more than 130,000 children aged minutes of physical activity each day. confidence, competence (how easy 5-16, this has given us comprehensive they find it), understanding (that it’s insight into if and how children in Critically, the survey revealed the beneficial) and knowledge (knowing England take part in sport and physical key role that family income plays how to get involved and improve). activity, both in and out of school. in influencing children’s activity levels. In total, 39% of children from the The findings, published in March, The publication in December 2018 least affluent families fail to reach showed that enjoyment is the single of data collected from the survey the 30-minute level, compared with biggest factor in motivating children was a significant moment for us and 26% from the most affluent. Even more to be active, and that physically literate our partners. The results represent starkly, just 42% of those from the children do twice as much activity. a powerful wake-up call, demanding least affluent families can swim 25 But the results found physical literacy a national focus on the health metres, contrasting with 86% for decreases with age and there are and wellbeing of our children and the most affluent. inequalities among certain groups reinforcing that the whole system of children which must be tackled. should be united in delivering change. There’s another major divide between the activity levels of boys and girls. Volunteering variations We’re very grateful to our partners Boys are more likely to be active every When it comes to volunteering levels in the survey, including the Active day (20% versus 14% for girls) and Partnerships, participating schools among young people, girls make the gap between the genders widens up a slightly higher share of volunteers and teachers, the Department for as children grow older. Education, the Department for Health (51%) than boys. But males make and Social Care, and parents and the up 60% of the adult volunteering young people themselves. population. We know that volunteering can have a positive impact on people – like improved mental wellbeing – so we need to understand why this volunteering gender gap appears as men and women get older.

THE STATS THAT MATTER 3M 2.3M 77% 20% children (43.3%) children (32.9%) of all children can of boys aged 5-16 lead active lives are less active swim 25m unaided are active every day, by the time they compared to 14% leave primary of girls school Figures from the Active Lives academic year 17/18 report. TRAINING TEACHERS TO INSPIRE WITH PHYSICAL ACTIVITY

We’ve made a £13.5 million investment of National Lottery money to provide free specialist training and mentoring to 17,000 secondary school PE teachers. TACKLING INACTIVITY Run in partnership with local Teaching School Alliances, the training is IN COLLEGES designed to help foster a more positive attitude to sport and physical activity, by giving schools and teachers the know-how and support to design a wider The two-year Tackling Inactivity range of opportunities to increase young people’s enjoyment of sport and PE. in Colleges (TIC) programme A teacher at Impington Village College in Cambridge, one of the schools aims to engage 23,000 inactive involved in the Teacher Training pilot, said the programme had “created students aged 16 and over in a buzz” and could have an “unbelievable impact” on students. physical activity. During the programme’s first year, 12,000 Research from 2015 shows that fewer than half of children regard school PE of the 22,000 who took part lessons as a positive experience, and that a bad experience at school can put were inactive. In addition, TIC people off physical activity for life. has successfully contributed That’s why we’re working to address the issues involved – including through to our strategic priorities, halving the Teacher Training programme – by partnering with the Department inactivity among participating for Education, the Teaching School Council, the Youth Sport Trust, the students from lower socio- Association for Physical Education and Activity Alliance. For example, we’re economic groups and engaging working with government on the School Sport Action Plan, using the Active more females than males. The Lives results to prioritise action around the third of children who are less investment is also shown to active and to tackle the inequalities within children’s activity levels. be enhancing the mental resilience of students and helping them We want all children to be active and play sport, whether that be for learning, feel more connected to their for health and fun or for competition and performance – and we want the communities. Action Plan, which is being published later in 2019, to reflect this ambition.

performance analysis 19 ENABLING ACTIVITY WHERE PEOPLE LIVE AND WORK

THE SPACES AND PLACES AROUND US ARE CRUCIAL TO HELPING PEOPLE FIT ACTIVITY INTO THEIR LIVES

“The design of where we live and Commission led to a 246% increase in in Liverpool, with the creation of 12 work plays a vital role in keeping us sporting visits to five sites in the nation’s floodlit 3G artificial grass pitches, active.” This statement, encapsulating forests, where as well as walking and as well as health and fitness facilities the purpose behind our Active Design cycling, visitors can play sports like across four sites. It’s represented principles, explains why we play table tennis, football and volleyball. The a major overhaul in grassroots football a national and local role in influencing success of the pilot has enabled us to provision throughout the city. both the human and the physical provide further National Lottery funding aspects of the built environment. to extend the scheme to 14 sites. Some of the other projects we supported included major improvement We work with local authorities, Eight of the 10 cycle trails planned for works to create three new football developers and national bodies to help National Trust properties, giving visitors pitches for Bollington United Junior them take an integrated approach a combined countryside and heritage Football Club’s 24 teams of boys and to their communities, so that people experience, are now complete. And girls aged from seven to 18, and two can be active in their town centres, further projects to encourage brisk new full size, floodlit 3G football turf parks and other local assets. We believe walking were under development with pitches at Nottinghamshire YMCA. that, with the right joined-up thinking, both the National Trust and Forestry any environment where people live and Commission during the year. Investing in places work can support activity. This is why Our Community Asset Fund aims to We’ve formed long-term strategic during the year we led a programme help communities become more active. relationships with the Canal and River of work to identify new design It invests capital funding into a wide Trust, Sustrans and the Town and approaches for Active Environments. range of projects and organisations, Country Planning Association, all after helping them develop capability and successful pilot projects to drive urban Designs for active living capacity. In 2018-19, all the projects delivery. We use these relationships Under the Active Design principles (see to receive funding from among 1,700 to help influence how built and natural page 21), we work with developers applicants were seeking to develop a environments are formed in a way that to encourage activities like walking space or place where people could get encourages physical activity from a and cycling. For example, the Barking more active locally. Riverside development of 11,000 person’s doorstep. homes in east London by our partner One of many projects that typify how the fund can directly benefit the L&Q Foundation includes a 2km WHAT DOES ACTIVE riverside walkway, a cycling hub and ENVIRONMENTS MEAN? local people was one to build a new a country park as well as a combined community and sports hall for the village healthcare and leisure facility. CREATING A PHYSICAL of Marshland St James in Norfolk. INFRASTRUCTURE THAT MAKES The need to replace the outdated And Alconbury Weald in GETTING ACTIVE AN EASY previous facility emerged through Cambridgeshire, the development AND PRACTICAL OPTION a door-to-door survey and public of a former airfield to provide 8,000 IN EVERYDAY LIFE. meetings, when the vision of a ‘beating jobs and 5,000 homes, has a layout heart for the community’ was identified. designed to encourage walking and The new building, which opened cycling. A founding principle ensures in 2018, caters for a wide range of uses, that all future residents have the option Football facilities funding including meetings, a drop-in café, of walking to schools, shops and community shop and cinema, We awarded £18 million to the Football parks, and the inclusion of facilities as well as two multi-use activity spaces. like a cricket pitch, allotments and Foundation, our delivery partner a skatepark aims to encourage active for the National Football Facilities Other successful applications included behaviour from day one. Strategy, which is a joint plan between the modernisation of Harlow Judo us, The FA and the Premier League. Club’s building, and City of Leicester This helped build and improve a Partnerships making progress ABC relocating to a non-sports range of facilities across the country, building to finally give the boxing club Other partnerships progressed benefitting numerous grassroots a permanent base. well during the year. A three-year football organisations. This included pilot programme with the Forestry a portfolio of Parklife Football Hubs THE 10 ACTIVE DESIGN PRINCIPLES

ACTIVE BUILDINGS

ACTIVITY FOR ALL

ACTIVITY PROMOTION AND LOCAL CHAMPIONS

APPROPRIATE INFRASTRUCTURE

CO-LOCATING PLANNING PRIORITIES COMMUNITY FACILITIES

Planning is a key area for us. During the year, we updated our planning policy guidance and helped to revise the National CONNECTED WALKING Planning Policy Framework. In AND CYCLING ROUTES 2016-17 – the most recent year we have full figures for – we were consulted on 1,187 applications of which 93% (1,102) resulted HIGH QUALITY GETTING THEIR in improved or safeguarded STREETS AND SPACES sports provision. In addition, our SKATES ON engagement with the planning system in 2017-18 generated We saw some interesting additional investments in sports alternative approaches to facilities worth £35m. MANAGEMENT, MAINTENANCE, investment during the year, MONITORING AND EVALUATION including that of MCR Projekts, We also developed the Strategic a skate park under Manchester’s Outcomes Planning Guidance Mancunian Way. It used a during the year. It describes the matched community share offer stages and approach needed by NETWORK OF on a crowdfunding platform local authorities to make sure their MULTI-FUNCTIONAL OPEN SPACES to raise over £132,000, allowing investments in sport and physical it to improve the consumer activity best meet the needs of experience and become their communities. In essence, a sustainable community helping investments make even sports business. more of an impact. WALKABLE COMMUNITIES

performanceperformance analysis report 21 Birmingham and Solihull Local Delivery Pilot is made up of 16 wards.

LOCAL SUPPORT FOR LOCAL PEOPLE

WE’RE LEARNING A LOT FROM THE 12 LOCAL DELIVERY PILOTS THAT WE’RE INVESTING UP TO £100M IN, WORKING TO BUILD MORE ACTIVE COMMUNITIES – AND THAT KNOWLEDGE IS BEING SHARED WIDELY WITH THE SECTOR

Ultimately, everything that we do At a local level, our work is increasingly We’re not directly in control of all happens locally – on streets, in organised around a number of these influences, and sport and neighbourhoods, in parks and leisure influences: local policy; the physical physical activity is only a part of the centres, on pitches, on rivers and lakes, environment; organisations like wider picture. Our role is therefore in living rooms and the countryside. charities, GPs, schools and others; increasingly working alongside Our Towards an Active Nation strategy the social environment; and the services like health, transport, crime therefore only works if its focus is opportunities available to individuals as prevention and more to find around people and places. well as their own motivations. integrated local solutions that work.

Local Delivery Pilots • Individuals: expanding a programme roles to pilot a radically different way of in Birmingham and Solihull to working. The new roles are designed To help test the activity, inclusivity and ‘reclaim’ streets that have been to help strengthen the connection transformational benefits delivered dominated by anti-social behaviour, between us and what’s being delivered by various types of local intervention, starting the process of connecting locally, allowing knowledge and in late 2017 we announced the people to others in their communities learning to be transferred and local locations of 12 Local Delivery Pilots and motivating individuals to knowledge applied to design better (LDPs) in towns and cities of varying exercise. programmes, while at the same time sizes and types across England. These building stronger local relationships. provide a new and transformative We’re doing things differently with way of assessing and addressing the the LDPs, by not just trying new things, Active Partnerships also play an physical activity challenges facing but constantly learning from what’s important role in support of our LDPs. communities across England. The happening across the 12 pilots. Active Essex, for example, is the pilots enable solutions to be identified And this isn’t happening in isolation: lead partner for our consortium of – linked to specific places and our test and learn approach – not organisations working in and around communities – which have the potential just the ‘what is being done’, but also our Chelmsford LDP, while others, to unlock something groundbreaking the ‘why and the how’ – is regularly like Yorkshire Sport Foundation and and impactful on a larger scale. being shared far and wide to help Active Devon, have defined roles and others develop their own approaches. are involved in shaping the work in Places where significant progress in This year, we’ve already been actively some places. these pilots was made during 2018- running workshops and webinars to 19 include the Exeter and Cranbrook share what we’re learning to more than LDP, where Exeter City Council’s 300 sector professionals, helping other CHANGING LIVES strategy makes ‘reducing inequalities markets to learn from these and many WITH OUR TACKLING through physical activity’ the number other LDP projects. one priority. And, illustrating the kind of INACTIVITY AND project that can be galvanised by the We know some of the things being LDPs, plans were under development tried in the 12 pilot places won’t work, ECONOMIC DISADVANTAGE for empty town centre retail space or might need rethinking. But learning (TIED) FUND in Withernsea, in the East Riding from that and understanding why – not of Yorkshire, to be converted into a just for us but for the sector as a whole Our TIED fund invests in community exercise hub. – is just as important as learning from locally-driven projects across the success stories. We’ve also worked with our pilots communities with high levels to consider many interventions Focused support where of deprivation, to help people fit by partners addressing different local it’s needed sport and physical activity into influences on physical activity. their lives in a way that works For example: An important objective for our LDPs for them. We’ve made awards is to develop and test solutions that worth £3.5 million to 35 projects • Policy: pioneering the use of exercise might better support those parts of across England in 2018-19 as in Calderdale’s Adult Social Care society that haven’t received sufficient part of this fund. service. encouragement to be active in the past. These included £36,200 for the • Physical environment: reviewing Redcar-based EVA Women’s Aid the features and layout of estates Our Tackling Inactivity and Economic Ltd, which helps women who have in Hackney to identify appealing Disadvantage fund uses National been victims of domestic abuse reasons for people to use their open Lottery money to help people from or who have additional mental spaces and barriers to getting active lower socio-economic groups – where health needs. The largest award, that could be removed. inactivity is twice as likely as among of £390,000, was to Rugby people with higher incomes – to get League Cares, which is creating • Organisations: appointing active (see side panel). a social physical activity community engagement connectors programme for employed men in Bradford to foster relationships We also work closely with the national in Yorkshire. and build physical activity into network of 43 Active Partnerships – existing networks, like religious a network of organisations with a Valuable lessons learned from groups. strong understanding of their local these local projects will help place. They can broker and support shape our work with other • Social environment: mapping the right relationships, and help us find groups that work directly with Doncaster’s network of services the best ways to help communities this audience across the country. and community groups to identify get more active. During the year, we the barriers to, and opportunities worked with a small number of Active for, improving physical activity. Partnerships to recruit eight senior

performance report 23 ENTREPRENEURIAL OPPORTUNITIES FOR FUTURE INVESTMENT

PEOPLE STRUGGLE TO GET ACTIVE FOR ALL SORTS OF REASONS. WE’RE COMMITTED TO WORKING WITH INNOVATIVE NEW PROVIDERS AND PARTNERS TO SOLVE THESE COMPLEX PROBLEMS

To achieve our targets for getting partners such as the Gingerbread more people from under-represented and Barnardo’s charities. This follows OUR MENTAL HEALTH groups active and reducing inactivity the finding in our October 2018 Active PARTNERSHIP WITH MIND levels across the population, we Lives Adult Survey that just 54% of need to look beyond the places and adults on a low income who have For the second time, in 2018-19 partner organisations that we’ve children are active, compared to 71% we invested £1.5m in a partnership traditionally focused on. of those from higher income groups. with Mind to help the health and fitness sector become more So during 2018-19, we invested The need for innovation welcoming to people with mental significant time and resource We know that simply doing ‘more health conditions. The investment into identifying new groups and of the same’ will not help us reach is also being used to scale- organisations we can work with. new audiences and tackle complex up earlier work on increasing Our particular focus was on finding social issues that can be barriers to provision at a local level. solutions that will help our priority people getting active. Other sectors groups of women and people from are developing their consumer offer lower socio-economic groups. This HOSTING THE ISPAH in new and exciting ways, and public builds on our approach over the past expectations are growing all the time. CONGRESS two years, during which we’ve built So we need to encourage innovation, new relationships with organisations With Public Health England, stimulating the development of both from the charity and health sectors, we co-hosted the seventh digital and non-digital solutions as well as with developers and International Society for Physical to help people become active. organisations who can provide Activity and Health (ISPAH) congress in London during outdoor activities (see pages To do this, we’re working in new areas October 2018, sponsored by the 20 and 30). and with new organisations, refining World Health Organization. At the our approach as we learn more. We’ve also partnered with three-day event, we welcomed We’re particularly keen to engage organisations from outside the more than 1,000 delegates from with new ideas at their very early sport sector who can help reduce 59 countries, sharing learning and stage, right through to when it might the stubborn inequalities in the understanding from across the be able to expand as these ideas gain under-representation of disabled world on vital issues ranging from traction. We believe that investing in people across sport. This has the active environment to policy entrepreneurial businesses will help seen relationships established with change, workforce issues and to create the products and services Mencap, Disability Rights UK, Sense, engaging young people. what will shape the physical activity and Leonard Cheshire Disability. landscape in the years ahead. Our £40 million Families Fund is In 2018-19, we started to explore how designed to test new projects to we and the sector can be better at help us identify which are suitable responding more positively and faster for scaling up. During the year, we to new ideas. Achieving this will help invested in 31 projects aiming to bring us build a pipeline of new ideas that families closer together through sport we can invest in that help people and physical activity. In particular, the become more active. We expect fund supports projects targeting low this work to begin paying off during income families, and includes new 2019-20 and the years ahead.

DIVERSIFYING OUR WORKFORCE We can’t expect to be able to reach people in new communities that we may not have reached before, without being able to relate to the people who live there. So that’s why building a diverse workforce that reflects the communities we’re targeting is key – it’s one of the objectives of our Professional Workforce Strategy. Building on our work to engage these diverse communities – such Building on existing investments numbers of participants from areas as consulting with faith, BAME, in innovation of higher depravation who said they disability and LGBT+ organisations were inactive, or not achieving Chief In the meantime, in 2018-19 we – we’ve also pioneered a more Medical Officer activity guidelines. continued to build on our investments inclusive approach to recruiting in transformative ventures. The parkrun programme is another volunteers, coaches and paid successful example of expanding employees for the sector. In doing We deepened our involvement with this, we’ve focused on targeting the highly successful Daily Mile an established project into new markets. During the year, we made people from the communities programme, in which children from where they’ll be working – more than 3,000 schools walk or run a £3m investment to help more women and people from lower people who ‘look like me’ and at least a mile every day. We invested ‘understand me’. £1.5m of National Lottery money socio-economic groups take part to help attract local and national in the free-to-enter 5km runs, In addition, we’re working to co-ordinators, who’ll sign up schools which see events take place in 584 increase the diversity of people and help them run the Daily Mail, with locations around the UK. We’re now in governance and leadership the ultimate aim of supporting the collaborating with parkrun over the roles within sport, by developing Daily Mile Foundation to involve all next three years to help create 200 new training, mentoring, and other of England’s 20,000 primary schools. new events that will engage new support for potential candidates. people to parkrun. At the end of 2018-19, 50 ‘board We’ve also invested an additional ready’ diverse candidates had £3.3m of National Lottery funding into We’ve also invested £1m in Mencap’s Round the World Challenge, which been identified to apply for the Beat the Street programme, the leadership positions, with at least Intelligent Health initiative in which 72 will support over 4,000 people with a learning disability over four years. a further 90 to be supported by towns and cities across the UK and the end of 2020. Europe are already involved. Now, an The challenge sees participants ‘race additional 59 locations across south around the world’ by completing We also made a £1m investment west England and the East Midlands minutes and hours of activity. Over in The Royal Foundation’s Coach – enabling more than 655,000 900 people completed the challenge Core scheme, to encourage 200 people to get active – will join the in the pilot phase, and as well as young people not currently in scheme, which uses card-based increasing activity levels, those taking education or employment to technology to track the distances part benefited from improved mental join an apprenticeship scheme that competing participants have and physical health, and felt more developing the next generation walked, run, cycled or scooted. The confident to work and access their of sports coaches. results from the first four new areas local community. (Swindon, Torbay, Weymouth and Portland, and Poole and Purbeck) are really encouraging, with over 61,000 children and adults taking part. Of the registered adults who took part, 68% were female, with significant

performance analysis 25 SUPPORTING REGULARLY ACTIVE PEOPLE

WE WORK WITH A RANGE OF PARTNERS TO SUPPORT PEOPLE WHO ARE REGULARLY ACTIVE, HELPING TO ENSURE THEIR NEEDS ARE BOTH UNDERSTOOD AND MET

From national governing bodies (NGBs) Forty-nine NGBs have received So will England Netball (see page 29) to leisure centres and beyond, the investment in this strategy period, and Volleyball England, who along with places and organisations that support totalling more than £238 million British Fencing will also focus on the people who regularly get active play over four years. As of April 2018, development of talented and high- a crucial role. participation figures across all 49 had performance athletes. British Cycling increased from 9.9 million to 10.8m, and EMD UK will prioritise occasional If they can become more consumer- and by October 2018, reported figures participants, while Swim England will focused, so they’re truly understanding were 13% above the year two target. target those adults who are active for and meeting the needs of people who Across all NGBs, there are 88 diversity fewer than 30 minutes a week. have a regular relationship with sport targets split between women and and physical activity, they’ll be best girls, lower socio-economic groups, Getting the right facilities placed to give the right kind of support. disability, older people, people from in the right places BAME backgrounds, and people who We work with a range of partners To get more people doing sport and identify as LGBT+. For example, to drive this continuous evolution. physical activity across the nation, 15 NGBs have targets based around it’s essential to ensure the right facilities Around half of the people who regularly disabled people, with 65% of the year are in the places where they’re most get active in a typical year do so two targets achieved midway through needed. This is where our Strategic through traditional sport – and that’s 2018-19. Facilities Fund fits in. Recognising primarily funded through NGBs. the financial pressures faced by local authorities across England, we’ve THE STATS THAT MATTER Their investment to maintain the used this to invest £100m in close traditional sport system, and help to 100 projects. Half of these are it to become more consumer-focused, 49 already open and driving significant is crucial. They support clubs, train NGBs funded between increases in participation among coaches, equip volunteers, administer 2017-21, receiving our target audiences, with more than sports leagues and run competitions, more than £238 million 25m visits over the year – this is around driving standards from the top four times the number recorded by to ensure their sports are well-run the centres they replaced. and governed. Following 2018’s allocation from our Examples from projects that opened NGBs are the fabric of the traditional Core Market investment programme, during 2018-19 in which the fund sport sector, and so we have a big part 10 sports that had been awarded invested include the Moberly Leisure to play in helping them to sustain the initial funds two years ago will now Centre in Westminster (£1m awarded), existing sporting system. When we’re collectively receive more than £16m to The Hive Leisure Centre in East deciding which sports to invest in, we be spent on a range of programmes, Cambridgeshire (£1.5m) and The consider a range of factors including from tackling inactivity to developing Beacon of Light in Sunderland (£1.5m). their ability to tackle inequalities within talented athletes. The fund has also attracted around sport and physical activity, and to grow £1 billion in inward investment to our participation by better retaining existing For example, the Angling Trust, sector infrastructure, a vital contribution participants. Baseball Softball UK, the British at a time of constrained local authority Equestrian Federation and the England spending. and Wales Cricket Board will focus on building participation. performance analysis 27 2018 COMMONWEALTH Success down under need, and £2m into supporting medal- GAMES MEDALS WON BY ENGLAND for English talent preparation and ambition programmes for aspiring young athletes alongside Team England won 136 medals – 45 the 2022 Commonwealth Games. of them gold – at the Commonwealth Games in Australia in April 2018. We published our first Talent Plan This performance reflected our for England in 2018-19, outlining significant investments in preparing our aspirations for the system and 45 and presenting the team, as well as providing a range of principles our support for the medal-preparation designed to improve understanding plans of those athletes and NGB of the England talent system. programmes without funding from This clear and comprehensive plan UK Sport. We’re already providing has two core objectives: supporting design and cost support to influence progression in the talent system that and improve facilities for the 2022 flows through the entire pathway, 45 Commonwealth Games in Birmingham. and ensuring England Talent Pathways are accessible and inclusive to all. We’re investing around £76m in NGB Talent and High Performance Supporting clubs Programmes during this four-year The traditional market of course goes strategy period. This includes a focus beyond these areas. We support on the specific talent targets at NGBs people who run sports clubs across 46 that are aligned to both performance the country through Club Matters, and system development. Of the year an online resource that equips them one talent targets, 88% were met with the tools and information they or exceeded, and progress for year need to, for example, grow their club, THE STATS THAT MATTER two (2018-19) looks similar. support and retain their volunteers Individual investments this year and manage their finances. In 2018, 10,500 included a new Club Natters podcast was £2m to develop and support athletes launched, with episodes on topics Clubmark-accredited clubs including safeguarding adults, which across England – up more in education via the Talented Athlete Scholarship Scheme, £1.6m in our featured the Ann Craft Trust. Clubs than 25% on the previous can also get Clubmark accredited 12 months Backing the Best programme to support talented athletes in financial through Club Matters. OUR FOCUS ON COACHING INVESTING TO BOOST TRAINING DISABLED AND THE PROFESSIONAL NETBALL PARTICIPATION PEOPLE TO WORK WORKFORCE We’ve invested in England Netball, IN THE FITNESS INDUSTRY As well as launching our first so they can help women increase We’ve invested over £1.2m Professional Workforce Strategy and maintain their physical activity in Aspire to run the Instructability during the year, we also levels by making it easier to programme, which gives disabled continued to progress in a number participate in the Back to Netball people accessible fitness industry of areas, including collaborating and Walking Netball programmes. training and qualifications, with the Chartered Institute for This includes a great partnership followed by a voluntary industry the Management of Sport and with the Women’s Institute. work placement. Physical Activity on identifying and The first of these programmes improving professional standards The programme has the dual gives women of all ages a gentle in the industry, to make it a great benefit of supporting more reintroduction to the sport. And place to work and a rewarding disabled people to access training the latter is Netball England’s career choice. and employment opportunities, response to the growing while breaking down barriers in demand for walking sports from We also worked with UK Coaching the fitness industry so that more newcomers and lapsed, injured or to deliver a high-profile social disabled people feel comfortable older players. media campaign – #greatcoaching and confident to use their – as part of UK Coaching Week, local facilities. to showcase the range of great In the first phase of this skills and behaviours behind programme, 200 people were coaching. And we invested trained and over 700 disabled £450,000 in the Activity Alliance people took part in activity charity, to help it engage key sessions led by Instructability groups in specialised training trainers. Half of the students who to give disabled people the best completed the programme have advice and pathways to get gone into employment. more active.

performance analysis 29 BREAKING DOWN THE BARRIERS TO ACTIVITY

FROM THE THIRD PHASE OF THIS GIRL CAN, TO SHOWING THAT PEOPLE WITH LONG-TERM HEALTH CONDITIONS CAN BE ACTIVE, WE’RE WORKING TO BREAK DOWN COMMON BARRIERS

Our flagship, insight-driven This Girl A second key focus area was Focusing on Can campaign is designed to make ‘activation’. This means working with a healthcare professionals physical activity more relevant and range of existing and new partners to appealing to women who don’t feel provide more accessible opportunities Promoting physical activity as a form sport or exercise is for them or who for women to get active. For example, of medicine is not yet inherent in NHS have an inconsistent relationship with we worked with England Athletics to culture or policies, and we believe physical activity. organise a programme to attract 100 that helping to embed it with clinical additional leaders keen to help women practices would achieve large-scale Its success has shown us the power on low incomes to start running. positive change. This is why we’re of campaigns that are truly insight- working on many fronts with Public driven, and we’re looking at We also started the process of looking Health England, with the aim of opportunities to develop other such for a streaming partner to centralise equipping healthcare professionals campaigns, with the aim of helping exercise content on the web, making to include getting active in the advice more people become and stay it far easier to access at home. And they regularly give patients. physically active. now we’re also looking to extend the campaign’s reach and engagement We submitted a consultation In a major vote of confidence in the through commercial partnerships. response to the General Medical impact and importance of This Girl Council, which encouraged the Can, during 2018-19 it received Developing new inclusion of physical activity approval from the Secretary of State insight-driven campaigns education in the new curriculum for for Digital, Culture, Media and Sport for medical students. This was accepted, a further three years of funding – which We’re working with the Richmond and there’s now an opportunity to will be reviewed yearly and depends Group of Charities, consisting of 14 work with the medical colleges, who on the continued success of the of the country’s leading health and have until 2020 to respond. campaign – worth a total of £9 million. social-care organisations (see side panel). Through this work, we’re There are many aspects of our work And in October 2018, the campaign aiming to challenge misconceptions in the area of professional healthcare. entered its third phase – that people living with long-term For example, Moving Medicine is a #FitGotReal. conditions can’t be active, and new resource that gives healthcare to establish a unified voice about professionals access to evidence Breaking down the barriers physical activity. on the role of physical activity in alleviating many health conditions, This sees the campaign address a Together, we’re exploring how we and supports them in having number of barriers to physical activity can work jointly to target the 15 conversations about physical activity that research shows are more common million people in England who live with patients. among women from minority ethnic with such conditions. And as part of and low-income groups. For example, our partnership with the Richmond And, among other projects, we’ve factors like cost, time limitations and Group, insight is being built and also been involved in developing childcare needs. behaviour change approaches tested resources to upskill healthcare across the charities to deliver our professionals as part of their With an emphasis on talking to the shared vision for increasing physical continuing professional development. target audience in a direct, realistic activity. This includes developing e-learning and empathetic way, it used a one- modules about physical activity for minute film on social media and This includes the creation of a the British Medical Journal website video-on-demand to demonstrate how dementia-friendly guide for the sport and conducting pilots to test the dancing in the living room, jogging with and physical activity sector with integration of physical activity into a pushchair or using a hula hoop in Alzheimer’s Society. And Breast hospitals. the kitchen can be as effective as any Cancer Now has conducted research organised form of exercise. to understand attitudes towards As part of our role to influence physical activity for women who’ve national policy in this area, we’ve had a breast cancer diagnoses, and advocated the inclusion of physical what action we can take to support activity in the Government’s these women to become more active. forthcoming Prevention Green Paper. THE RICHMOND GROUP OF CHARITIES

performanceperformance analysis report 31 THE POWER OF DIGITAL

WE KNOW THE SECTOR NEEDS SUPPORT TO MEET THE OPPORTUNITY THAT DATA AND INNOVATION PRESENTS

Digital is no longer just technology, We also supported innovation through future investment decisions. And we’re it’s a way of doing things that’s the six-month Accelerator startup looking at how we can share data changing all our lives. For us, data and programme. Having initially scouted and collaborate as a sector, to both innovation are important enablers of over 100 early-stage businesses, we understand what data can tell us, and many elements of our strategy. During selected 10 with a unique approach how we can use it to meet the needs 2018-19, we explored a range of ways to helping people get more active. of consumers. digital can help people get more active Our mentorship and guidance helped in their everyday lives. several businesses secure seed Creating a digital mindset funding to take them to the next stage. We know it’s far from easy to go Another area of focus, which we online and book a football pitch for a The consumer-facing services being believe is vital to ensuring the game, for example, or quickly see what developed include: sustainability and future direction of swimming sessions are available at the sector, is to help current and future your local pool. It can also be difficult • GoSweat, which lets people discover, leaders create a digital mindset. With for someone to decide what type of book and experience fitness classes the publication of our Professional activity they might want to, and be Workforce Strategy in 2018-19, we’ll • TrainAsOne, which gives runners a able to, do. That’s because of explore ways to ensure digital skills personalised training plan, powered particular barriers that make it hard and capabilities become part of our by artificial intelligence to find accurate and up-to-date workforce’s DNA, particularly at leadership level. This is as true of our information online, and access real- • NHS-approved iPrescribe Exercise time feedback and recommendations organisation as any other. It will remain activity app, that analyses health and a priority for years ahead. from other people. prescribes a personalised exercise plan using an automated algorithm There are many examples of digital We’ll continue to champion the role innovation across different sectors, that data and innovation can play • ONiGO, an immersive mobile-based in getting people active throughout but the use of digital in the sport and adventure game, helping people get physical activity sector is comparatively 2019-20. And we’ll start to apply data active outdoors while supporting and innovation in other elements of our limited. This contrasts with the their mental health. hospitality, leisure and tourism sectors, strategy, including consumer-facing where the ease of finding a restaurant Analysing data to meet campaigns (see page 30) and our local or booking a holiday is setting ever- real needs delivery pilots (see pages 22-23). higher consumer expectations. While the highly fragmented nature of our Our open data work is just one sector makes the challenge complex, part of our ambition for digital to be a key tool in helping more people get to remain relevant we need to embrace Tim Hollingsworth OBE innovation and collaborate with data. active. The amount of data our sector generates – reports, transactional Chief Executive and Accounting Officer The OpenActive initiative data, images, sensor data and more The English Sports Council – is growing fast. Fortunately, it’s 3 July 2019 During 2018-19, we continued our work becoming increasingly affordable via the OpenActive initiative, which is to access and use the power of overseen by the Open Data Institute, data analytics technology, specialist to create sector-wide confidence in the data-science and business- value of open data – this is data that intelligence skills. anyone can access, use or share. Nick Bitel With much of the sport sector Chair We focused on growing the breadth coming late to digital technology, its The English Sports Council of opportunity data (data about what, full potential isn’t widely recognised – 3 July 2019 where and when physical activity is and that’s also true for Sport England. happening) and released standards We’ve partnered with Atos, a digital enabling this data to be used. transformation consultancy, to see how data can be used to support our THREE INVESTMENTS AT A GLANCE…

The vision behind the Shout SPRYT is a free-to-use social TrackActive Me, which software-as-a-service (SaaS) network helping people discover has progressed to the NHS information exchange is to make new teammates, opponents, Digital Accelerator, is a self- cities smarter by giving people training partners, coaches and help application providing the ability to instantly get facilities near where they are. It individualised and adaptable information about things around removes all the awkward barriers exercise programmes, driven them. It allows people to discover people can find in approaching by data intelligence and machine highly-personalised information other sports and exercise learning, for people trying to get about sports and wellbeing, enthusiasts, creating the platform and remain fit and healthy. connected travelling, local jobs, to engage, create connections accommodation offers and and discover new opportunities much more. to get fit.

performance analysis 33 accountability report

WORKING TOWARDS THE BEST ENVIRONMENT FOR OUR PEOPLE

WE’VE BEEN WORKING HARD TO ENSURE THE PEOPLE WHO WORK FOR US CONTINUE TO BE SUPPORTED AND ENGAGED

It’s our people who bring to life our England. Responses around pay were We were proud to be awarded shared aim of everyone feeling able less positive; as an arms-length body Disability Confident Level 2 to get physically active, regardless of of government, we’re subject to strict accreditation during the year. We also their age, background or ability. controls on pay growth. won the Employer Award from the National Mentoring Consortium, an This was another year of major change Learning and development organisation aiming to promote quality for our organisation as we continued We’re currently developing action and diversity in the employability of to shape ourselves to meet the plans at team and organisational level BAME students and those with a demands placed upon us by our in response to the survey’s findings. disability or dyslexia. And we continue Towards an Active Nation strategy. We’re also using the results to help to participate in the Investors in Diversity accreditation scheme, where A year of intensive recruitment us pinpoint precisely where we should allocate our future spending we’ve achieved level 2 and are working In order to deliver against our priorities on learning and development. This towards Leaders in Diversity status. and targets, we needed to attract is already informing our new learning a wide range of new skills and and development strategy, which aims We adopted blind recruitment experiences into our teams. Over to ensure that we have a motivated practices during the year. These the year, we recruited for many new workforce with the skills we need involve removing identifying factors positions within our structure, including as we work towards a more active like age and name from a candidate’s roles in our investment, digital and nation. An important part of our focus application. Removing such information health teams. in 2018-19 was on upskilling our line makes it easier for hiring managers managers, who were all encouraged to make objective decisions about a Colleague engagement to attend dignity at work training. We candidate’s suitability, lessening the The recruitment phase of our change also created a ‘managing people risk of bias in the selection process. programme is now largely complete, successfully’ programme for those new We continue to monitor equal pay and emphasis is switching to focus to line management. across Sport England, undertaking on employee engagement and Gender Pay Reporting during 2018-19 development. In October 2018, 79% Other new engagement initiatives which showed our gender pay gap of employees took part in an in-depth include our informal homeworker has narrowed to a mean of 5.3% and staff engagement survey designed to forums (a third of our workforce is now a median of 2%. This is substantially give an insight into how our employees home-based) and the recruitment lower than other similar organisations truly feel about their working life and of dignity at work advisors and benchmarked, but we’re clear that to help generate a discussion on how mental health first aiders. This was while progress has been made, we to create a better place to work. This promoted through some extensive still have much to do. We also carried sits alongside other sources of insight, communications. out an Equal Pay Audit, which didn’t including exit interviews, pulse surveys highlight any areas for concern. Both and monitoring of our absence and Our focus on diversity reports are available on our website. turnover data. Diversity is a vital area of focus for us, as we’re determined to ensure our The findings showed 70% of workforce reflects the communities employees responding positively that seek our funding. We therefore to more than three-quarters of the continue to develop our Diversity questions. Highlights included positive Action Plan, and over the year we responses to questions around line recruited more disabled people, people management, dignity at work and from BAME backgrounds and people employees’ commitment to Sport who identify as LGBT+. OUR EXECUTIVE TEAM

TIM HOLLINGSWORTH OBE NICK PONTEFRACT Chief Executive Chief Operating Officer

MIKE DIAPER OBE CHARLES JOHNSTON LISA O’KEEFE Executive Director of Executive Director Executive Director Children and Young of Property of Insight People, Tackling Inactivity

PHIL SMITH CHRIS PERKS Executive Director Executive Director of Sport of Local Delivery

accountability report 35 CONSOLIDATED ACTIVITIES

We prepare separate accounts for our Grant-in-Aid (GIA) and National Lottery Distribution Fund (NLDF) as required by the Secretary of State for Digital, Culture, Media and Sport (DCMS).

We don’t prepare a full set of consolidated accounts due to the differing accounting policies we’re required to follow under the two separate accounts directions. However, to give a better understanding of our activities, we’ve prepared the following summary results for the two accounts combined for the 2018-19 and 2017-18 financial years.

Sport England Group1 Sport England 2019 2018 2019 2018 £’000 £’000 £’000 £’000 Income Grant-in-Aid income 98,765 81,343 98,765 81,343 National Lottery income 199,419 203,336 199,419 203,336 Other income 2,386 3,158 2,346 3,157 Total 300,570 287,837 300,530 287,836

Expenditure Net Grant-in-Aid grant commitments 87,317 86,301 87,277 86,292 Net Lottery grant commitments 165,785 144,768 172,985 144,768 Non-cash grants 2,503 1,833 2,503 1,833 Operating costs and sports development costs 32,313 30,698 32,363 30,754 National Sports Centres 2,268 3,429 2,268 3,429 Media buying and planning (This Girl Can) 1,171 2,480 - - Depreciation 4,177 3,970 431 432 Assets gifted to subsidiaries 2 - - 1,994 1,507 Total 295,534 273,479 299,821 269,015

Net income for the year 5,036 14,358 709 18,821

Net gain on revaluation of properties 3,958 7,856 - - Net (loss)/gain on investments 30 (5) - - Decrease/(increase) in defined benefit pension 5,801 7,938 5,801 7,938 re-measurement and interest liability Total income/(expenditure) for the year 14,825 30,147 6,510 26,759

1 Includes the accounts of the two subsidiaries The Sports Council Trust Company and English Sports Development Trust Limited. 2 Capital expenditure at the National sports centres owned by The Sports Council Trust Company. FINANCIAL REVIEW Our income During the year £32.8 million (2018: £31.2 million) was Exchequer funding available for 2018-19 was £104.3 spent to support the delivery of our strategy award million (2018: £101.3 million) and covers the third programmes and core operations, which are separated year of the spending review period 2016-17 to 2019- into three areas: sports development, administration 20. £98.8 million of this funding was received in cash; (operating costs), and staff costs in the Exchequer which included £19.5 million deferred from 2017-18 with and Lottery accounts. This expenditure is incurred at £24.1 million deferred to 2019-20 primarily driven regular intervals throughout the year. No significant by delays with the ParkLife, RFL/Cycling Legacy and changes are anticipated over the longer term and Community Asset Fund programmes. £0.9 million where possible we seek to drive efficiencies. was not drawn down to reflect the 2017-18 The costs are apportioned between our Exchequer and underspend. Lottery activities in accordance with the methodology Lottery income of £199.4 million (2018: £203.3 million) set out in note 1.6 of the Exchequer and note 1.7 of the is broadly in line with the previous year and in line with Lottery Accounts. As the apportionment of costs varies Gambling Commission projections during the year. between years, the costs have been aggregated to make a comparison easier. We continue to monitor actual and projected income closely to ensure affordability of our investment plans. Sports development costs support the delivery Lottery distributors have worked closely with DCMS of our award programmes as well as promoting the and the Gambling Commission during the year to have development of sport and physical activity in local an informed view of Lottery income projections and the communities. The costs for the year were £9.4 million impact of initiatives resulting from Camelot’s strategic (2018: £8.2 million). As a result of the strategic review review. and transition into the new organisation, structure costs in 2018 were lower. Our commitments Administration costs are incurred to operate the We committed to spend a total of £297.9 million (2018: business. During the year operating costs were £6.7 £267.5 million), of which £262.8 million (2018: £232.9 million (2018: £7.4 million). Costs were lower mainly million) was invested as awards to achieve our strategic due to a reduction in grant outsourcing costs and the priorities, with the remaining element being spent reversal of purchase order provisions. on sports development (supporting the delivery of our award programmes), administration and staff costs as The costs of staff who deliver and support both detailed below. sports development and administrative functions was £16.7 million (2018: £15.6 million). Costs include The breakdown of the £297.9 million £0.08 million (2018: £0.5 million) of exit packages. commitments is as follows: The increase in cost is due to the planned recruitment We awarded £87.3 million of Exchequer awards (2018: to the new structure during the year (see page 34). £86.3 million) and £173.0 million (2018: £144.8 million) of Lottery awards during the year.

We provided £2.5 million (2018: £1.8 million) of Lottery non-cash grants primarily for the club development tool, Club Matters and the This Girl Can campaign, and £2.3 million (2018: £3.4 million) expenditure on the National sports centres.

All Lottery awards, including non-cash grants, were consistent with our policy on additionality, the details of which can be found on our website via: www.sportengland.org/fundingfaqs.

accountability report 37 WORKING EFFICIENTLY CASH MANAGEMENT There are a number of key targets used to measure Management of our Exchequer cash resources our financial efficiency. is in line with the requirement to minimise our cash balances, which is contained within HM Treasury’s Exchequer: We’re set an absolute value administration Managing Public Money. cost target as part of our spending review settlement for the period 2016-2020, which has been achieved. Our Exchequer cash balance at 31 March 2019 was £13.8 million (2018: £14.1 million). In addition, we’re required to operate within the overall budget limits set by DCMS. Resource and capital GIA The management of our Lottery cash resources were underspent by £0.8 million for the year (2018: is by a rolling five-year investment and cash flow plan £0.9 million), which is 0.8% (2018: 0.9%) of total GIA which is regularly reviewed by the Executive and funding of £104.3 million (2018: £101.3 million). Board. The investment and cash plan ensure that the right balance is maintained between having award Lottery: A new approach to the benchmark 8% gross programmes in place to achieve our strategic priorities costs target came into effect from 1 April 2018. This while taking into account the uncertainty of Lottery uses a three-year rolling average Lottery income as its income and ensuring that forecast cash balances are base to reflect fluctuations in Lottery income over always greater than £50 million. a longer period, and excludes irrecoverable VAT. Our Lottery cash balance at 31 March 2019 was £167.4 Due to the cross-governmental nature of the Active million (2018: £125.9 million). Lives Survey, and with the agreement of DCMS, the cost of the Active Lives Survey has been excluded from The movement in the NLDF balance is detailed in note this calculation, as have the costs of operating the 2 of the Lottery Accounts. Be Inspired database, which is the consumer database transferred from the London Organising Committee of the Olympic and Paralympic Games.

The achievement against targets for 2018-19 is 7.9% (2018: 7.4%). The difference in the target performance is mainly due to a decrease in Lottery income. The three-year rolling average income for the 2017-18 target calculation was £215.7 million and for 2018-19 was £201.8 million. OTHER FINANCIAL INFORMATION

EQUITY SUSTAINABILITY REPORTING Exchequer: Taxpayers’ equity is £77.5 million (2018: Sport England falls below the threshold for £77.0 million) and includes increases in the revaluation mandatory inclusion of a Sustainability Report; and pension reserve and a decrease in the general however, we’re committed to supporting and reserve (2018: increase in the revaluation and pension promoting sustainable development. reserve and decrease in the general reserve). This includes: The increase in the pension reserve results from the calculation of liabilities in IAS 19 is explained below. • Investing in projects and facilities that demonstrate sound sustainable business plans The decrease in the general reserve by £4.6 million is mainly due to the net cash deferral of £5 million GIA • Reducing printed material by using our website and from 2018-19 to 2019-20 (£19.5 million from 2017-18 email newsletters to disseminate information to 2018-19 offset by £24.1 million deferral from • The use of recycled or sustainable sources of 2018-19 to 2019-20). paper when printing and recycling redundant ICT Lottery: The deficit in equity amounted to equipment through charities that repurpose it for use £148.5 million (2018: deficit £156.9 million). in developing countries.

The decrease in the deficit reflects that our grant Our environmental champions across our National commitments during the year were less than the Sports Centre sites are working with key onsite annual income received. How we manage our partners to reduce waste and consumption annually. income and commitments is explained in the cash This year the sites used the theme from World management section. Environment Day of reducing plastic pollution to identify all the single use plastics and develop an DEFINED BENEFIT PENSION SCHEME action plan to reduce use and replace with more sustainable alternatives. The IAS 19 valuation of the defined benefit and unfunded pension liability for accounting purposes is SPECIAL LOSSES AND PAYMENTS £42.2 million (2018: £47.8 million). This includes the value of the unfunded liability at £8.0 million (2018: £8.2 There were no individual losses or special payments million). The decrease in value (2018: decrease in value) during the year ended 31 March 2019 (201b: Nil) which of the pension deficit is mainly due to revised mortality exceeded £100k, nor did the aggregate exceed £100k. assumptions made by the pension scheme actuaries. SUPPLIER PAYMENT PERFORMANCE The last triennial actuarial valuation as at 31 March 2016 indicated a surplus of £0.5 million. The deficit We seek to abide by the Better Payment Practice reduced by £6.1 million from the previous valuation as Code, and in particular to pay bills within the payment at 31 March 2013 as part of the Board strategy to make terms in our contracts with suppliers. Any complaints both compulsory and voluntary contributions to achieve about failure to pay on time are dealt with expeditiously. full funding based on the actuarial valuation. The results During the year the average period from date of of the 31 March 2019 valuation will be known in receipt to payment of valid invoices was 8 days, 98.5% early 2020. were paid within 30 days. (2018: 10 days, 99% within Sport England contributions to pension schemes are 30 days). detailed in note 20 to the Exchequer and note 15 to the Lottery Accounts. AUDIT Sport England is required to have its Exchequer and Lottery Accounts audited by the Comptroller and Auditor General (C&AG). The audit fee was £50,000 for the Exchequer accounts (2018: £50,000) and £50,000 for the Lottery account (2018: £50,000). Both subsidiary companies were also audited by C&AG and the audit fees for the year were £19,800 (2018: £19,800).

accountability report 39 REMUNERATION AND STAFF REPORT

The contents of the remuneration and staff Appointments report cover the accountability report disclosure All appointments including Executive Directors requirements, as stated by the Companies are made in accordance with Sport England’s Act 2006 as adapted for the Public Sector. stated Recruitment Guidance. Sport England’s The Remuneration and staff report covers recruitment and selection process ensures both the Exchequer and Lottery accounts. practices are compliant with legislation, are based on merit and are fair and transparent. Remuneration policy The Executive Directors covered by this report The Chairs and Remuneration Committee hold appointments which are open-ended. has responsibility to agree the terms and Early termination, other than resignation, remuneration of the Chief Executive and to frustration or dismissal for disciplinary be aware of and comment on the remuneration or capability reasons would result in the individual of the Executive Directors, including bonuses. receiving payments as set out in the Redundancy The Chairs and Remuneration Committee’s Policy. This Policy is not applicable to Non- discretion to make decisions will at all times Executive Board Members. be in accordance with the Civil Service Pay Guidance published by HM Treasury and Executive Director Date of Appointment any additional guidance issued by the DCMS, 1 our sponsor department. Jennie Price CBE April 2007

2 The principles governing Sport England’s Tim Hollingsworth OBE November 2018 remuneration policy are: Rona Chester 3 March 2010 • To work within the financial constraints set by Mike Diaper OBE November 2009 HM Treasury, DCMS and the Cabinet Office through the annual pay remit process. Charles Johnston August 2008

• To provide a strong relationship between pay Lisa O’Keefe July 2008 and performance with annual salary increases reflecting individual performance and success. Phil Smith September 2008

• To effectively promote all aspects of Sport Chris Perks November 2017 England’s employee offer (pay, benefits, personal development, work-life balance, Nick Pontefract March 2018 environment and culture) to attract, engage 1 Jennie Price left on 30 November 2018. and retain the right talent needed to deliver 2 Tim Hollingsworth OBE was appointed our strategic outcomes. on 19 November 2018. 3 Rona Chester retired on 9 April 2018 • To promote equal pay and operate a pay and reward system which is transparent, Non-Executive Board Members are appointed based on objective criteria and free from bias. for a term of three years. Appointments are renewable for a further fixed term of up to three years on the basis of a performance review, conducted as part of the Board Evaluation process. In the event of early termination, for whatever reason, there’s no provision for compensation. Board Members’ remuneration Board Members’ remuneration includes There were no bonuses or benefit in kind travel and subsistence and an allowance for payments made to Board Members during attendance at Board and sub-committee 2018-19 or 2017-18. meetings of £218 per day (2017-18: £218).

SUBJECT TO AUDIT

Board Member Term of Appointment 2019 2018 £’000 £’000 Nick Bitel 1 Sep 2010–Apr 2021 40-45 40-45 Full Time Equivalent is 100-105 100-105 Charles Reed Oct 2013–Oct 2018 0-5 5-10 Debbie Jevans CBE Oct 2013–Oct 2019 0-5 0-5 Kate Bosomworth 2 Oct 2013–Feb 2019 0-5 5-10 Chris Grant Sep 2016–Sep 2019 0-5 0-5 Professor Denise Barrett-Baxendale MBE 2,4 Sep 2016–May 2019 - - Andy Long 4 Sep 2016–Sep 2019 - - Professor Ian Cumming OBE Oct 2016–Oct 2019 0-5 0-5 Wasim Khan MBE 2 Oct 2016–Jan 2019 0-5 0-5 Karen Pickering MBE Oct 2016–Oct 2019 0-5 5-10 Sue James 3 Apr 2018–Apr 2021 0-5 - Natalie Ceeney 3,4 Jun 2018–Jun 2021 - - Rashmi Becker 3 Jul 2018–Jul 2021 0-5 - Mohamed Elsarky 3,4 Oct 2018–Oct 2021 - -

Notes 1 Nick Bitel served as a Non-Executive Board Member from September 2010. He was appointed Chair of Sport England in April 2013. 2 Resignations from the Board during the year were as follows: Denise Barrett-Baxendale resigned on 16 May 2018, Wasim Khan resigned on 31 January 2019 and Kate Bosomworth resigned on 8 February 2019. 3 Appointments to the Board during the year were as follows: Sue James appointed on 30 April 2018, Natalie Ceeney appointed on 1 June 2018, Rashmi Becker appointed on 23 July 2018 and Mohamed Elsarky appointed on 29 October 2018. 4 Some Board Members have chosen to waive their attendance allowance and thus their remuneration may have a NIL value.

accountability report 41 executive directors’ remuneration

The following sections provide details Pension benefits of the remuneration and pension interests Pension benefits are provided through of the Executive Directors. various schemes. Salary The London Pension Fund Authority ‘Salary’ includes gross salary, performance Superannuation Scheme (LPFA) was closed pay and any other allowances to the extent to new members on 30 September 2005. that they’re subject to UK taxation. In 2018-19 Benefits are based on final salary and accrue all employees, including Executive Directors, at a rate of 1/80th per year to 31 March 2008, received an average 1.5 per cent pay award 1/60th per year from 1 April 2008 until 31 March (2017-18: 1 per cent); with a limited number of 2014, and on a career average salary basis from staff (excluding Executive Directors) receiving 1 April 2014. (in line with government policy) a fixed amount (£400) of performance related pay. The value of pension benefits accrued during the year is calculated for members of the LPFA Bonus as the real increase in pension multiplied by 20, Performance pay or bonuses are based on plus the real increase in any lump sum less the performance levels attained, are made as part contributions made by the individual. The real of the appraisal process and are subject to HM increases exclude increases due to inflation, Treasury Civil Service Pay Guidance. There have or any increase or decrease due to a transfer been no non-consolidated performance or bonus of pension rights. Lisa O’Keefe and Chris payments in either 2018-19 or 2017-18 Perks are the only Executive Directors who are members of the LPFA scheme. Benefits in kind The monetary value of benefits in kind covers any The Aviva Group Personal Pension Plan benefits provided by the employer and treated by (GPPP) opened for staff on 1 April 2012. Funds the HMRC as a taxable emolument. were transferred across to the GPPP from the previous AEGON fund which had commenced There were no benefits in kind for either of the on 1 October 2005. Five Executive Directors two years contained in this report. are members of the scheme. Colleagues choose to make one of four levels of contribution into their personal pension fund. This scheme includes death in service life assurance cover of three times salary. Since 2014, new staff are auto enrolled into the scheme.

Employee and employer contribution rates for the above schemes are detailed in note 20 of the Exchequer accounts and note 15 of the Lottery accounts.

For one member of the Executive team, Sport England contributed 10 per cent of their annual basic salary to a personal pension plan. This arrangement has now ended with the resignation of this member.

Colleagues may also choose to contribute to the GPPP through salary exchange arrangements.

The value of pension benefits accrued during the year for all personal pension plan members is the total pension contributions made by the employer. Subject to audit Salary Bonus payments Benefits in kind Pension benefits Total accrued to nearest £’000 £’000 £’000 £’000 £’000

2019 Tim Hollingsworth OBE 55-60 - - 6 60-65 Full time equivalent is 1 145-150 - - - - Jennie Price CBE 2 115-120 - - 11 125-130 Full time equivalent is 1 170-175 - - - - Nick Pontefract 120-125 - - 14 130-135 Rona Chester 2 0-5 - - - 0-5 Full time equivalent is 1 155-160 - - - - Charles Johnston 3 135-140 - - 16 150-155 Lisa O’Keefe 3,4 120-125 - - 32 150-155 Phil Smith 3 120-125 - - 13 130-135 Mike Diaper OBE 100-105 - - 12 115-120

Chris Perks 3,4 100-105 - - 25 125-130 2018 Jennie Price CBE 155-160 - - 15 170-175 Full time equivalent is 1 170-175 - - - - Rona Chester 2 155-160 - - - 155-160 Charles Johnston 130-135 - - 17 150-155 Lisa O’Keefe 4 115-120 - - 37 155-160 Phil Smith 115-120 - - 13 130-135 Mike Diaper OBE 100-105 - - 13 115-120 Chris Perks 4 90-95 - - 109 200-205 Full time equivalent is 1 95-100 - - - - Nick Pontefract 0-5 - - 1 5-10 Full time equivalent is 1 120-125 - - - -

Notes 1 FTE salary bands are included where an Executive Director has not been in post for the full financial year or was working part-time. 2 No employer pension contributions were made for Rona Chester in 2017-18 and 2018-19 (retired 9 April 2018). 3 The 1.5 per cent pay award has resulted in the movement to a higher salary band for Charles Johnston, Lisa O’Keefe, Phil Smith and Chris Perks. This increase also resulted in the movement to a higher total pay band for Charles Johnston. 4 The pension benefits for Lisa O’Keefe and Chris Perks are calculated using the method described under Pension benefits on page 45. The higher value for Chris Perks in 2018 was due to his promotion causing a higher real increase in CETV.

Median remuneration of staff Reporting bodies are required to disclose the relationship This was 3.40 (2018: 3.94) times the median remuneration between the remuneration of the highest paid director of the workforce, which was £43,332 (2018: £43,748). in their organisation and the median remuneration of the No employees received remuneration in excess of the organisation’s workforce. highest paid director in 2018-19 or 2017-18.

The banded remuneration of the highest-paid director Total remuneration includes salary, non-consolidated in Sport England in the financial year 2018-19 was performance-related pay and benefits-in-kind. It does not £145k-£150k and in 2017-18 was £170k-£175k. include severance payments, employer pension contributions and the cash equivalent transfer value of pensions.

accountabilityAccountability report 43

LPFA PENSION BENEFITS

Subject Accrued pension Real increase Real increase Lump sum CETV at CETV at Real increase to audit at age 65 as at in pension lump sum at age 65 31/03/19 31/03/18 in CETV 31/03/19 at age 65 at age 65 Lisa O’Keefe 35-40 0-2.5 (2.5)-0 35-40 477 432 20

Chris Perks 40-45 0-2.5 (2.5)-0 60-65 637 589 23

Cash equivalent transfer values Real increase in CETV (LPFA only) This reflects the increase in CETV effectively Cash Equivalent Transfer Value (CETV) is the funded by the employer. It takes account of the actuarially assessed capitalised value of the increase in accrued pension due to inflation, pension scheme benefits accrued by a member contributions paid by the employee (including at a particular point in time. The benefits valued the value of any benefits transferred from another are the member’s accrued benefits and any pension scheme or arrangement) and uses contingent spouse’s pension payable from common market valuation factors for the start the scheme. A CETV is a payment made and end of the period. by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued as a consequence of their total membership of the pension scheme, not just their service in a senior capacity to which disclosure applies. The CETV figures, and from 2003-04 the other pension details, include the value of any pension benefit in another scheme or arrangement which the individual has transferred to the LPFA pension scheme and for which transfer payment commensurate with the additional pension liabilities assumed. They also include any additional pension benefit accrued to the member as a result of their purchasing additional years of pension service in the scheme at their own cost. CETVs are calculated within the guidelines and framework prescribed by the Institute and Faculty of Actuaries.

accountability report 45 STAFF COSTS, NUMBERS AND COMPOSITION

Costs (£’000s) 2019 2018 Permanent staff and fixed term temporary staff Wages and salaries 11,823 10,714 Social security costs 1,345 1,228 Pension costs 2,118 2,477 Total permanent staff and fixed term staff 15,286 14,419 Agency staff 1,430 1,135

Total 16,716 15,554

The table above shows the consolidated position. Off payroll tax engagements The total permanent and fixed staff amount of £15.3m As at 31 March 2019, there were two off payroll tax is made up of Exchequer £5.6m (37%) and Lottery engagements (2017-18: 3) earning more than £245 per £9.7m (63%). Included in Wages and Salaries is £79k day (2017-18 £245 per day) who had been engaged for of exit packages (see page 47). longer than six months at this date. One off-payroll tax We have a total of 258 full time equivalent (2017-18: engagement had lasted between one and two years 229) permanent and fixed-term temporary staff during 2018-19 (2017-18: 1). The engagement ceased and a total of 25 full time equivalent (2017-18: 23) in July 2018. The required evidence and declarations agency staff. were obtained for all off payroll engagements.

The increase in cost and staff numbers is due to the Trade Union Facility time planned recruitment to the new structure during the During 2018-19 Sport England had 1 employee who year (see page 34). acted as a union official (full time equivalent: 1). This employee spent 25% of their time on facility time, at a Within the above staff numbers there were 75 total cost of 0.1% of the total pay bill, excluding agency homeworkers (2017-18: 59) which represented staff, of £15.3 million, based on a notional hourly cost. 29.2% and 25.8% of the headcount in each of the A notional hourly cost has been used to protect the respective years. privacy of the individual, who is easily identifiable.

As at 31 March 2019, the senior Executive team Staff policies and recruitment comprised of one woman and six men, (this excludes Rona Chester who left on 9 April 2018 and Jennie Details regarding staff policies are in ‘Working Towards Price who left on 30 November 2018 but includes the Best Environment for our People ’ on page 34. Tim Hollingsworth OBE, who was appointed on 19 November 2018); (2017-18: 3 women and 5 men).

Women currently make up 55% of our workforce (2017-18: 56%).

Sickness absence during the year excluding long-term sick absence averaged 1.7 days per person (2017-18: 1.4 days). There were six colleagues who had long- term sickness of greater than 20 days (2017-18: 7).

There was no relevant consultancy expenditure during the year (2017-18: £nil). EXIT PACKAGES

2019 (subject to audit)

Cost Band Number of compulsory Number of other Total number of redundancies departures agreed exit packages £10,000-£25,000 Nil 1 1 £25,000–£50,000 Nil 2 2 Value of exit packages Nil £78,598

2018 (subject to audit)

Cost Band Number of compulsory Number of other Total number of redundancies departures agreed 1 exit packages <£10,000 Nil 2 2 £10,000-£25,000 Nil 4 4 £25,000–£50,000 Nil 5 5 £50,000–£100,000 Nil 3 3 £100,000-£150,000 Nil 1 1 Total number of exit packages Nil 15 15 Value of exit packages Nil £519,377

Notes 1. The exit packages in 2017-18 reflected the organisation’s structural changes, following the implementation of Towards an Active Nation. 2. Exit packages are paid under terms of employment. No ex-gratia payments were made. 3. Exit packages include legally required defined benefit pension scheme capital costs for members over age 55. These costs are a large portion of the package in excess of £100,000 in 2017-18.

Related party transactions Details of all related party transactions and register of interests of Board Members, Executive Directors and other key managerial staff are disclosed in note 23 of the Exchequer and note 16 of the Lottery accounts.

Accountability report 47

GOVERNANCE STATEMENT

OVERVIEW

As Accounting Officer, it’s At its heart are five outcomes: fundamental to my responsibilities to physical wellbeing, mental wellbeing, manage and control the resources individual development, social that Sport England uses. This and community development and statement, which covers both our economic development. Exchequer and Lottery funding, explains how I do that, supported by Putting this strategy into practice to our Chair, our Board, the Audit, Risk achieve these outcomes has meant and Governance Committee and that 2016-2019 has been a period the Executive Group. Collectively, of significant change for Sport we work to ensure that effective England and for our partners as we governance and risk management transition from our previous strategy. processes and practices are in place The strategy for sport and physical and that they operate as intended. activity moves beyond merely looking at how many people take part. It OUR GOVERNANCE considers what people get out of FRAMEWORK participating and what more can be done to transform sport and physical Sport England was established activity so that everyone can benefit. on 19 September 1996 by Royal Funding decisions are made on the Charter as a non-departmental public basis of the outcomes that sport body (NDPB) of the Department for and physical activity can deliver, not Digital, Culture, Media and Sport simply on the number of participants. (DCMS). Accountability to Ministers is managed through the usual Our governance framework control mechanisms for NDPBs in supports the way in which we work accordance with a Management to help deliver the five outcomes Agreement agreed with the Secretary and ensures the right committee of State for DCMS. Our accounts for and accountability structure is Grant-in-Aid and Lottery distribution in place to help us deliver our are prepared separately in order to strategic objectives. comply with the accounts directions The following committees issued by the Secretary of State. contribute to the foundation behind Sport England’s strategy for 2016- Sport England – the Audit, Risk 2021, Towards an Active Nation, and Governance Committee; was launched on 19 May 2016. the Investment Committee; the The strategy sets out our ambition Workforce Committee; the Chairs to help to develop a sports sector and Remuneration Committee. that welcomes everyone, meets their Each of these committees provides needs, treats them as individuals and challenge and input from a non- values them as customers, with a executive perspective and, where particular focus on further engaging indicated in the Terms of Reference, less active groups – such as women, may have the remit to sign off disabled people, those from lower individual investments. Information socio-economic groups and about the work of each committee older people. is provided later in this statement.

Accountability report 49 Board

• Comprises a maximum of 12 Board members (Chairman, Vice-Chair and up to 10 other members), although in practice there are currently 10 members (including the Chairman and the Vice-Chair) • Meets at least six times each year • Takes overall responsibility for Sport England’s strategy, policies, delivery and performance • Approves and monitors major projects, top level grant awards (over £2 million) and the Annual Report and Accounts • Executive Group members, a DCMS nominee and others as invited by the Chairman also attend meetings, but are not Board members.

Committees

Investment Committee Audit, Risk and Governance Committee

• Comprises a Chair and up to seven members, of which • Comprises a Chair and up to five members, of which at at least three are Non-Executive Board members and least three are Non-Executive Board members and two one is an Independent member and the CEO (or COO) are Independent members • Meets at least six times each year • Meets at least four times each year • Supports the Board in fulfilling its obligations relating to all • Undertakes scrutiny and provides advice to support existing and potential investments the Board in carrying out its responsibilities for risk management, financial reporting, control and • Key role in the evolution of Sport England’s approach to governance. investment under the 2016-2021 strategy • Approves and monitors major grant awards (up to £2 million).

Workforce Committee Chairs & Remuneration Committee

• Comprises a Chair and up to five members, of which at • Comprises the Chairman of Sport England and the least two are Non-Executive Board members Chairs of the Audit, Risk and Governance; Investment • Meets at least four times each year and Workforce Committees and up to one additional member • Oversees the development and delivery of relevant programmes: Workforce Strategy, Volunteering Strategy, • Meets at least four times each year (changed from Coaching Plan for England, Professional Development, ‘at least once a year’ in 2016) Leadership and Diversity and provides advice to support • Serves as a Remuneration Committee with responsibility the Board in the development of wider partnerships to agree the terms and remuneration of the CEO • Approves and monitors grant awards relating to • Responsibility for strengthening the alliance between workforce programmes (up to £1 million). the Committees and the Board.

Subsidiaries

The Sports Council Trust Company English Sports Development Trust Limited SUBSIDIARIES OUR GOVERNANCE STANDARDS The Sports Council Trust Company (SCTC) is a Throughout the year we have, as demonstrated in this company limited by guarantee which is governed by Governance Statement, worked hard to ensure our its Memorandum and Articles of Association. It’s also own governance practices continue to be robust and a charity registered with the Charity Commission for fit for purpose. In parallel, we have continued to work England and Wales. The sole member and parent with the sector to encourage and support continuous body is Sport England. The Sports Council Trust improvement in sports governance, ensuring both we Company is responsible for the preservation and and our partners are better able to effectively fulfil our safeguarding of the physical and mental health of the various roles and responsibilities. community through physical recreation, including sports, education and the provision of facilities. The Since April 2017, all organisations seeking public charity looks at increasing participation in sport funding from Sport England (and UK Sport) have had through a wide range of sporting activities. It owns to meet the governance requirements in A Code for a number of world class sports facilities around the Sports Governance (the Code). Developed by Sport country and the SCTC Board’s main responsibility England and UK Sport, the Code sets out the levels is for the performance of the contracts to manage of transparency, accountability and financial integrity these National Sport Centres, overseeing the required from those seeking Government and National provision, improvement and maintenance of the Lottery funding. The Code can be found on our facilities. The Centres are used by members of their website at: www.sportengland.org/governancecode. local communities and Olympic and Paralympic Implementing the formal process for assessing competitors. The SCTC Board members have a role compliance with the Code continues to be a significant in ensuring the Centres are leading the standards for piece of work as we make new investments. We elite training provision across the country and providing continue to engage closely with the sector to achieve community access to the facilities. The charity also this and, in line with our strategic priority in this area, has a small grants policy which enables awards to be to support our partners to reach the high governance granted to suitable applicants. standards set by the Code. The assessment process The English Sports Development Trust Limited helps to protect the value for money the public (ESDTL) is a company limited by guarantee whose receives from investment into sport and maximises sole member and parent body is Sport England. the effectiveness of those investments. It also provides The company’s current main purpose is to deliver the us with a more detailed level of assurance over the commercial contracts related to the media buying investments we make. arrangements for the women’s behaviour change The Code adopts a proportionate approach, campaign (This Girl Can). The campaign is one of expecting the highest standards of governance from major significance to Sport England and is designed those organisations requesting the largest public to encourage the increased participation in sport investments. It has three tiers, with Tier 3 representing and exercise of women and girls. The day to day the top level of mandatory governance requirements. management of the campaign is overseen by the Sport England complies with Tier 3 requirements, This Girl Can Project Board. which include independence and diversity on the Separate annual accounts are produced for both the Board, term limits for appointments, primacy of the Sports Council Trust Company and the English Sports Board in decision making and transparency and Development Trust Limited. accountability. We publish a wide range of information about our governance structure, strategy and financial position.

We also comply with the Corporate Governance in Central Government Departments: Code of Good Practice (to the extent that its application is relevant to non-departmental public bodies) and with the relevant principles set out in HM Treasury’s Managing Public Money (2015).

Accountability report 51 OUR BOARD Sport England has an experienced, effective and diverse The Board undertook an internal evaluation in September Board of 12 members, openly recruited on a skills basis, and 2018, using a questionnaire broadly structured around led by our Chairman, Nick Bitel. the five principles contained in the Code. The Executive Team participated in the evaluation, as did the four newest Three Board members resigned from the Board during 2018- members of the Board. The overall outcome of the evaluation 19 – Denise Barrett Baxendale in May 2018, Wasim Khan was positive, with the responses confirming a high level of in January 2019 and Kate Bosomworth in February 2019. performance. Some recommendations were identified, with Charles Reed retired from the Board in 2018, having served actions put in place to address these. a maximum of six years. Debbie Jevans, Vice-Chair, took a sabbatical from her Sport England duties from October 2018 The Audit, Risk and Governance; Investment and Workforce – January 2019, during which period Andy Long served as Committees all undertook an internal evaluation of their Senior Independent Director. performance using a questionnaire process. This was the first review of the Investment and Workforce Committees following Four new Non-Executive members joined the Board in their inception in September 2016. All three Committees’ 2018-19 – Sue James in April 2018, Natalie Ceeney in June results indicated a high degree of effectiveness. The Chairs of 2018, Rashmi Becker in July 2018 and Mohamed Elsarky in the Audit, Risk and Governance; Investment and Workforce October 2018. Sue James had served previously as a co- Committees produce annual reports on the activity and opted member of the Sport England Workforce Committee. performance of the committees to the Sport England Board. The terms of office for five Board members are due to BOARD ACTIVITY come to an end in 2019 – Chris Grant and Andy Long in September 2019, Ian Cumming and Karen Pickering in Board activities are structured to assist the Board in achieving October 2019, all of whom are serving their first term. Debbie its goal to support and advise executive management on Jevans will retire from the Board in October 2019, having the delivery of Sport England’s strategy within a transparent served a maximum of six years. The remaining four Board governance framework. members have all been appointed to serve a second term of three years. The Board met seven times during 2018-2019. Attendance records for Board and committee meetings are provided at A recruitment of the Board is currently underway and is due the end of this statement. to conclude by the summer. Non-Executive Board members are appointed for a term of three years following a formal, The Chairman is responsible for ensuring that each Non- rigorous and transparent procedure, with appointments Executive Board member receives an induction on joining the made on merit and in line with the skills required of the Board and receives the training he or she requires, tailored Board. Appointments are renewable for a further fixed to their specific requirements. Induction programmes were term of three years on the basis of a performance review, provided for the new Non-Executive Board members – conducted as part of the Board Evaluation process. In the Rashmi Becker, Natalie Ceeney, Sue James and Mohamed event of early termination, for whatever reason, there’s no Elsarky. During the induction process the new members provision for compensation. met with the Chief Executive and Executive Directors of Sport England to hear about the various aspects of the We recognise that diversity is the key foundation for organisation’s business for which they were responsible. introducing different perspectives into Board debate. We have five women on our Board, exceeding the This year, the Board’s principal focus has been to oversee the requirement of a minimum of 30% of each gender on the implementation of the 2016-21 strategy, which aims to ensure Board as required by the Code. We also have two BAME everyone in England, regardless of age, background or level members on our Board. All members of the Board are of ability, feels able to engage in sport and physical activity. Non-Executive members. A key part of the Board’s role includes detailed scrutiny of A key priority as set out in Sport England’s Diversity Action data that is relevant to delivering our strategic objectives. Plan is to further strengthen the diversity of our Board The Board, with the support of its committees, scrutinises with the aim of moving towards a Board composition that a significant amount of performance data in support of represents the communities in which we serve. We continue achievement of its objectives. The Active Lives Survey, to work closely with the Department for Digital, Culture, which measures sport and activity across England, provides Media and Sport on Board appointments to achieve this aim. key data that helps inform decision making. The survey is designed to be as flexible as possible to support a wide The Executive Group, including the Chief Executive and the range of measures – engagement with Sport and Physical Chief Operating Officer, attend all Board meetings. I was Activity, Inactivity, Spectating, and Volunteering information. appointed Chief Executive in November 2018, following In December 2018, Sport England published the first set on from Jennie Price. of results from the new Active Lives Children and Young People Survey. The results, which covered the academic year Board and Committee evaluations September 2017 to July 2018, provided a comprehensive view of the activity levels of children and young people In line with relevant good governance practice as set out in in England. the Code, the Sport England Board undertakes evaluation annually, with this being externally facilitated at least every four Set out opposite are some of the key areas which the Board years (last external evaluation undertaken in 2017). focused on during the year. Sport England Strategy Delivery and implementation of the strategy for Sport England (2016-2021) that delivers the goals of the Government’s cross-government strategy for sport, including regular discussion of Sport England’s priorities and internally, the culture of the organisation and the challenge to work in a different way.

Strategic review of Sport Approval of the process and approach to allocating Sport England’s available England’s investment priorities resource to our strategy through the creation of a new investment plan, including key insights and tactics for each strategic priority to facilitate the achievement of our targets in the most effective and efficient way.

Sport England measurement Developing the measurement framework and setting targets for engagement levels framework in sport and physical activity, including performance/impact on targets set for Increasing Activity, Women and Lower socio-economic groups; and ongoing work to agree targets for Volunteering.

Local Delivery Pilots Regular discussion of the Local Delivery Pilots programme and approval of investment into five of the Pilot Places – Greater Manchester; Birmingham and Solihull; Essex; Doncaster; and Exeter and Cranbrook.

Code for Sports Governance Implementation of the Code for Sports Governance and how Sport England is supporting organisations to enable them to meet the requirements, including a particular focus on helping organisations to meet the diversity requirements of the Code.

Active Lives Adult and Active Regular discussion of the results of these two world-leading survey results measuring Lives Children and Young People sport and activity across England.

Equality and Diversity Regular review and monitoring of Equality, Diversity and Inclusion (EDI) work to ensure that EDI runs through everything that Sport England does as an employer and is a central feature of the organisation’s work.

Talent Inclusion Discussion of the organisation’s work to deliver its three strategic aspirations for talent: progression, positive experience and inclusion.

Safeguarding Children and Young Regular discussion of safeguarding, with formal consideration of safeguarding at least People plus Adults at Risk twice a year.

Corporate Risk Regular discussion of corporate risk and the organisation’s risk strategy and appetite.

Annual Report and Accounts Approval of Sport England Annual Report and Accounts.

2019-20 Financial Budget 2019-20 Financial Budget.

Funded Partner Investments Over the year the Board considered major investment into a number of bodies including National Governing Bodies, Active Partnerships (formerly County Sports Partnerships), Public Health England and other organisations.

This Girl Can Fit Got Real Regular updates on the campaign and approval of overall funding for the campaign. campaign

In addition to the above, at each meeting there was a Sport England is committed to being transparent and report from the Chief Executive (including topics such open in how we operate. Our publication scheme sets out as updates on organisational design and strategy information about who we are, how we are organised, how implementation) and regular reports from the Chief we spend public and Lottery money, what our goals are Operating Officer (including topics such as financial and how well we’re doing in meeting those goals. Major performance and investment budgets). policy proposals and decisions are made by the Board and the agendas and minutes for the Board meetings are published on Sport England’s website as part of the publication scheme.

Accountability report 53 OUR COMMITTEE STRUCTURE

In addition to the Board, Sport England has the following Committees – Audit, Risk and Governance Committee; Investment Committee; Workforce Committee; Chairs and Remuneration Committee.

Set out below are some of the key areas which the committees focused on during the year:

Investment Committee Audit, Risk and Governance Committee

• Approval of all major capital and revenue awards under • Regular review of corporate (strategic) and operational our priorities and tactics dashboard, including for risk profile. example: • The 2018-2019 accounts preparation process. - Strategic Facilities investments • Review of financial forecasts including critical cash- - Community Asset Fund flow and detailed monitoring of monthly management - School Games and School Games Organisers accounts every quarter. - Funded partner investments including National • Review of funded partners including key governance Governing Bodies, Active Partnerships developments and related issues arising from the audit and assurance process. - Capital Exchequer Legacy Projects including Rugby League World Cup and the British Cycling Road World • The internal audit plan for 2018-2019 and internal Championship. audit reports. • Regular updates on progress of Local Delivery Pilots. • Regular reports on fraud and insolvency. • Regular updates on the development of the • Regular reports on Freedom of Information, Volunteering Strategy. Complaints and Data Assurance, including General Data Protection Regulation and our preparedness for • Regular updates on the development of the Workforce the new regulations. Strategy. • Regular reports on the new Grants Management and • Regular discussion about the overall performance of Finance systems. the Sport England investment portfolio. • Review of Whistleblowing policies.

Chairs & Remuneration Committee Workforce Committee

• Maintained overview of developments in public • Oversight and development of Workforce Strategy, sector pay. Volunteering Strategy, Professional Workforce • Chief Executive’s remuneration, performance and Strategy, and the Coaching Plan for England, objectives. including for example: • Advised the Chief Executive on organisational design - Coaching Plan implementation and investment and structural changes required to support the - Volunteering implementation and investment implementation of the new strategy. - Professional workforce – development of the strategy - Regular discussion of our work with the Chartered Institute for the Management of Sport and Physical Activity (CIMSPA).

OTHER GROUPS Sport England has an Equality, Diversity & Inclusion (ED&I) The Group provides broader challenge to Sport England Group which has responsibility for oversight of work, both on all matters of equality, diversity and inclusion to ensure internal and external, that we undertake to ensure we that our impact in this important area is maximised. improve equality, diversity and inclusion within the sport and physical activity sectors and within Sport England itself. The Group is chaired by Sport England’s Chief Operating Internal work covers areas such as the development of our Officer and championed by Sport England’s Chairman. Equality Scheme, our Diversity Action Plan and focusing In February 2015, Sport England attained the ‘Investors on recruitment, engagement and progressing talent. in Diversity’ accreditation from the National Centre for Our external work covers the full spectrum of protected Diversity, an organisation which works to embed best characteristics and we are also actively working on ED&I in practice in Equality, Diversity and Inclusion. Sport England the context of deprivation, income levels and background, retained this accreditation in October 2017. As of April concentrating particularly on lower socio-economic groups. 2018, Sport England also attained the ‘Leaders in Diversity’ accreditation. SYSTEM FOR MANAGING RISK Board scrutiny of risk management and risk appetite Risk management and internal control are embedded The Board ensures there are effective arrangements for in our corporate governance and operational activity. risk management and internal control at Sport England. All parts of our business play a part and have a share The Corporate Risk Register and key operational risks of accountability for managing risk, in line with their are provided to, and scrutinised by, the Audit, Risk and responsibility for the achievement of strategic priorities. Governance Committee on a quarterly basis. The Corporate We have a top down, bottom up and cross organisational Risk Register is then provided to the Board for its review, process for identifying and assessing risks (in terms of scrutiny and input every six months. Matters and proposals threats and potential missed opportunities) on a continuing being reviewed by the Board and its Committees also basis, which is summarised below. include consideration of risk. Management’s approach to risk Our approach and the system of internal control are As part of our internal operational management, Sport designed to manage risk to a reasonable level rather than England maintains directorate, team and project risk to eliminate all risk. The Board considers Sport England’s registers through which we record key risks, controls in risk profile and the Board’s risk ‘appetite’ (i.e. the level of place, risk assessments and planned actions. We also risk it is prepared to tolerate to meet its strategic objectives) report on risks against delivery of our strategic priorities. at least every two years or in line with any changes to Risks are managed on an active and dynamic basis by Sport England’s strategic objectives. The Board believes Directors and Project Leads, who review and update it’s important Sport England can be innovative and take registers on an at least quarterly basis. Consideration and managed risks to achieve its strategic objectives. The Board reporting of operational, corporate and strategic priority reviewed and agreed Sport England’s risk management risks are aligned to enable full discussion on risk across strategy and risk appetite in March 2019 to ensure alignment the business. with the organisation’s objectives. The risk appetite is described as follows: The Cross Directorate Risk Group, which is composed of officers from across Sport England, meets quarterly • Sport England has a medium risk appetite overall, to share risk registers and discuss key operational risks. but recognises a multi-faceted approach to risk A summary of the key themes, highest operational risks management is required to deliver its strategic aims, and any significant emerging risks is then provided to the as described below: Executive Group to inform the Group’s wider discussions on risk management. • Sport England will continue to adopt a low risk appetite around transparency and stewardship of public money. Sport England’s Risk Management Strategy, which sets out our approach to risk, including our risk appetite, is reviewed • Within its framework of evidence-based and well- on an annual basis. This provides an opportunity to consider controlled decision-making, Sport England is currently the environment within which we work and whether we willing to adopt a higher risk appetite to deliver its have the right processes and approach in place. A dynamic strategic priorities in circumstances such as the following: approach to reviewing risk registers is adopted throughout the year leading to risks being added, amended and closed, – innovations, where outputs can be evidenced as appropriate. During the year we actively reviewed and and evaluated; amended Sport England’s corporate risks, considering also – exploratory projects that enable a ‘test and the external factors which might impact our ability to deliver learn’ environment; our objectives. – rerouting investment where performance or Internal controls governance is poor; and The system of internal control is supported by various policies and procedures to ensure that we are compliant – developing potential sources of partnership and/or with the policy, financial and accounts directions issued commercial income, providing there is a clear by DCMS. alignment with our values.

All Executive Group members are required to provide me, the Accounting Officer, with assurance that proper and reasonable internal controls have been in place and have operated effectively over the accounting period and that proper standards of conduct have been maintained, within the areas for which they are each responsible.

While a number of areas were highlighted in the statements, all were known to me and I’m satisfied that they either have been, or are being, managed appropriately. None was significant enough to merit inclusion in this statement.

Accountability report 55 Managing our key delivery risks Office 365. A ‘colleague engagement survey’ has also been As noted on page 55, the Executive Group and Board conducted this year, the results of which are currently being have actively reviewed the Corporate Risk Register during considered by the Executive Group, which has made a the year, with risks being added, consolidated and closed strong commitment to review and act on feedback. as a result of these reviews. For example, a risk related to One of the emerging risks identified in last year’s report the organisational restructure was added and subsequently related to implementation and readiness for new data closed once the restructure had been implemented protection legislation. The new General Data Protection successfully. A risk related to the recruitment of, and Regulations (GDPR) created an additional pressure on transition to, a new Chief Executive Officer was also opened the organisation at a time of significant change, which and closed following my appointment in November 2018. we addressed by employing additional resource, seeking The operational and reputational risks Sport England has external advice and support and establishing a cross- needed to manage as it implements its strategy have organisational group to manage the process. GDPR was broadly remained the same as last year. included in this year’s internal audit plan to ensure the controls we implemented were adequate and effective, The scale of change and breadth of investment required and that we complied with the relevant regulations. The to deliver the strategy remains dominant in the risk independent audit report provided assurance this was environment. The long-term nature of behaviour change the case. work as well as the deep-routed nature of some of the inequalities being tackled by our strategy mean the A risk that has emerged during the year concerns how best perceived pace of delivery remains a risk. We’re also to measure the outcome-based nature of our strategy to working in areas outside of Sport England’s recent ensure targets are meaningful and meet the expectations experience, and with a much wider range of partners, of our key stakeholders. As the strategy tackles many new many of them for the first time. It’s important we establish areas and longer term matters such as behaviour change, and maintain effective relationships with all of our it’s been important to think about what success measures stakeholders to realise the opportunities presented by will provide the most useful indicators of impact and change, new and existing partnerships. This also means particularly where there is no current measurement. To understanding the changed funding environment we help manage this, we’ve developed a Measurement and and our partners are operating in. Evaluation Framework which is being rolled out across all relevant investments and also agreed various participation The Executive Group and the Board have maintained targets with our sponsor department, the Department for robust oversight of these strategic risks and worked to Digital, Culture, Media and Sport. We’ll continue to focus on ensure they’re mitigated. This includes agreeing a clear this area to ensure future investments are informed by the framework for managing our strategic priorities and a flexible insights we receive about the impact of our work. budget plan. Our communications strategy, which has been developed over the year, actively seeks to reach out The current uncertainty in the broader political and operating to new stakeholders whilst ensuring we maintain positive environment is another risk which remains on our strategic relationships with our existing partners. In support of this, I risk register as we look ahead. Whilst much of this is outside have spent much of my time during the first few months in of our control, we’re taking steps to ensure we’re as well role meeting a range of stakeholders. We’ve also made sure prepared as we can be. This includes ensuring our strategic funding streams are designed and implemented in view of and financial plans contain sufficient flexibility to enable us to the funding environment for our partners as well as seeking adapt to changing circumstances and reviewing operational non-financial opportunities to influence. matters such as contracting, should there be changes as a result of Brexit. In our risk discussions this year, we’ve also Underpinning the externally-focused strategic risks are our taken the opportunity to ‘step back’ and think about outside people resources and the way in which we work. Successful influences or factors that could have an impact on our risk achievement of our strategic priorities requires us to manage environment. Although these may not always be within our both of those effectively, ensuring colleagues have a clear control, they provide important context when considering and common understanding of what’s required and are Sport England’s strategic risks and prompt us to consider if provided with the right tools to deliver new ways of working. there are areas we should monitor more closely or additional As noted, the organisation has undergone a restructure mitigations we should put in place. during the year to ensure it’s set up in the best way to deliver the strategy. At the same time, several system projects Information risks have also been under development, either as upgrades Within our management structure we have an Information to existing tools (e.g. finance and grant management Governance Committee, chaired by our Senior Information systems) or to embed more agile ways of working (e.g. Risk Owner (SIRO), which meets quarterly to consider Office 365). This has meant a period of significant change reports on the operation of key information governance for the organisation and as such has also received close controls and to review the Information Risk Register. oversight from the Executive Group and Board to ensure risks are being mitigated and opportunities realised. This Sport England has provided regular assurances to the Audit, includes providing regular progress updates and question Risk and Governance Committee regarding its readiness and answer sessions for colleagues on the strategy and preparation and ongoing compliance with GDPR that came restructure, colleague involvement in project groups and into effect from 25 May 2018. The GDPR affects the way training across the organisation on new systems such as that Sport England collects and manages the personal data used in relation to several key business activities. Sport final outcomes and quarterly updates are presented to England has undertaken a significant amount of work the Audit Risk and Governance Committee. We also work to ensure organisational compliance with the GDPR, collaboratively with partners, sharing information and best including the introduction of mandatory annual GRDP practice through the Lottery Funders Counter Fraud Forum. training. An Internal Audit of Sport England’s GDPR compliance was conducted in 2018-19 and a ‘substantial Write-Off assurance’ rating was achieved. The Principal In-House There were no fraud cases where write off was recorded. Solicitor and Information Governance Manager continue to There were two organisations that went into liquidation prior lead on ensuring this level of assurance is maintained now to grant expenditure being report or reconciled. One case the GDPR is in force. reported a small underspend of £383 against £122,455 received but went into liquidation before repayment was As part of our ongoing development and management made. The other case was where the final payment of of the Sport England IT architecture, we’ve implemented a £31,783, of the total £114,376 award, was not reported number of systems and controls to mitigate cyber security on. While there was some evidence of project delivery, full risks. These include enhancing our Mimecast email hygiene reconciliation could not be obtained. The total write off for platform; email, URL, and attachment protection embedded these two cases was £32,166. as standard which prevents phishing and malicious applications arriving at our mail server; phish threat software which will be used to assess each colleagues’ awareness and response to phishing threats; Checkpoint which forms the last line of defence against multiple threats including botnet armies and ransomware; we’ve moved to passphrases for our passwords which are more almost impossible to crack via brute force methods, and piloting Multi-Factor Authentication with a small group of users. This multi-layered approach to security helps to prevent attacks on Sport England’s network and information.

No significant issues have been reported to the Information Commissioner’s Office. However, Sport England keeps all data security incidents under close review and has continued to maintain a data breach and near miss incident log.

Continuing the improvements we made during 2018- 2019 to embed best practice for records management and information security, we’re currently reviewing Sport England’s information governance documentation with the purpose of rationalising, updating and incorporating practices into the organisation’s migration to Office 365.

Fraud risks There’s a risk to grant giving bodies of fraud occurring while undertaking their day-to-day grant giving process through which funds are made available to third parties. No matter how effective the controls and checks, which are in place and followed by the grant giving body, there remains a possibility that fraud may occur.

During the 2018-19 financial year there have been only four cases raised where fraud has been suspected concerning grant applicants, recipient organisations, or concerning individuals in management positions at recipient organisations. One of these related to an application that was not funded but where prior knowledge of a police investigation was received. Two relate to allegations against organisations weve funded but where we do not have evidence Sport England funds were implicated in any fraud, these cases remain open while investigations continue. One was a failed attempt at using a funded organisation’s identity to obtain funds, this case being referred to the police. A fraud register is maintained within Sport England that monitors past and present cases, their status and

Accountability report 57 Independent assurance team has acted on these recommendations and made Internal Audit provides me with an objective evaluation of, further improvements to the process of producing and and opinion on, the overall adequacy and effectiveness assuring survey results. Where applicable, improvements of the organisation’s framework of governance, risk have also been applied to the production and assurance of management and control processes. the Active Lives Children and Young People Survey results.

An annual programme of internal audit work is carried out In 2017-18, extensive user consultation and testing was to professional standards by an external firm of accountants undertaken to inform the child survey and questionnaire informed by our risk registers, and an assessment of my design. This work also involved considerable input from a assurance requirements. Internal Auditors attend each steering group consisting of policy leads and analysts from Audit, Risk & Governance Committee meeting and provide DCMS, the Department for Education and the Department periodic progress reports which include the findings of of Health and Social Care. In 2018-19 Sheffield Hallam follow-up reviews, culminating in an annual report to the University completed a validation study on key aspects Committee on internal audit activity. The Audit, Risk and of the child questionnaire. The findings of the study were Governance Committee also considers the External Audit important in ensuring the greatest possible accuracy of Plan and reports from the National Audit Office. the survey results (with first results published in December 2018). The internal auditors are Mazars LLP, who have provided internal audit services for Sport England, including fulfilling Active Lives Survey the role of Head of Internal Audit, since 1 April 2015. We have now completed three full years of data collection for the Active Lives Adult Survey, with the latest Active Lives Mazars LLP have concluded in their opinion that, on the Adult Survey report summarising activity levels in England basis of their work on the internal audit plan during 2018- from November 2017 to November 2018, published on 19, Sport England’s risk management and internal control 11 April 2019 (due to the date of publication, the results arrangements are generally adequate and effective to referred to in this report relate to the period May 2017 to manage achievement of the organisation’s objectives. May 2018). This year we also completed the first full year of data collection for the Active Lives Children and Young In addition to the assurance from internal audit, Moore People Survey for the academic year 2017-18. The child Stephens LLP have carried out a number of on-site survey results have been published in two parts. The first management audits to provide assurance over our grant data release (published on 6 December 2018) focused upon funding to national governing bodies, national partners, the sport and physical activity behaviour of children. The Active Partnerships and other significant grants in terms second data release on 21 March 2019 focused upon the of size or complexity. The timing and scope of the on-site attitudes and motivations which both shape and are shaped audits reflect our collective assessment of the organisations’ by those behaviours. The Active Lives Children and Young governance, risk and control frameworks. The process for People Survey will be published on an annual basis, whilst assessing compliance with the Code for Sports Governance the Active Lives Adult Survey will continue to report every has been informed by evidence from these audits and other six months. independent sources such as Companies House records.

We also obtain assurance for our capital programmes Complaints from surveyors’ reports, independent project monitors Through our formal complaints procedure we’ve recorded and comparisons of leisure facilities services under a 44 complaints in 2018-2019 (2017-18: 36), of which we had benchmarking service. Many of our capital grants extend no complaints referred to the Parliamentary and Health for significant periods, often up to 25 years and therefore Services Ombudsman (2017-18: one). We continue to it’s important to obtain assurance that the facility is being monitor trends and themes to determine if action can be utilised for the purpose originally intended. taken to address issues raised, and to reduce the number of complaints received. The Active Lives Adult Survey data is prepared and quality checked by Ipsos MORI, with data also shared with analysts Whistleblowing at DCMS, Public Health England and DfT in advance of The Whistleblowing Policy is reviewed by the Audit, Risk publication. In September and October 2018, the Office for and Governance Committee and this was last carried out in National Statistics conducted a review of the production January 2017. The next review is scheduled for June 2019. and assurance of Active Lives Adult Survey data. The review team were satisfied that the processes in place were sound but also made recommendations for how they could be strengthened further. Sport England’s Quantitative Research BOARD AND COMMITTEE ATTENDANCE

Name Board Audit, Risk & Investment Chairs and Workforce Governance Committee Remuneration Committee Committee Committee

Number of meetings in the year 7 5 8 3 4 Nick Bitel 7 - - 3 - Dr Denise Barrett-Baxendale MBE 1 1 1 - - - Rashmi Becker 2 3 - 2 - - Kate Bosomworth 3 2 - 4 - - Natalie Ceeney 4 4 - 5 - - Karen Creavin - - 5 - - Ian Cumming 6 - 1 - 3 Mohamed Elsarky 5 4 - - - - Chris Grant 6 2 5 - - Sue James 6 5 - - - 4 Eilish Jamieson - 5 - - - Debbie Jevans 7 4 - - 2 3 Wasim Khan 8 4 - - - - Andrew Long 6 5 - 3 - Karen Pickering 5 - - - 4 Charles Reed 9 3 - 5 2 - Peter Rowley - - 6 - - Adam Spires 10 - 3 - - -

There have been membership changes during the year that in some instances may affect the number of meetings attended. This table includes both Board members and Independent members. Where there have been changes, appointment and tenure end dates are listed below:

1 Resigned from the Board 16 May 2018 6 Appointed as Board member 30 April 2018 2 Appointed as Board member 23 July 2018 7 Took a sabbatical from the Board 9 October 2018 – 1 February 2019 3 Resigned from the Board 8 February 2019 8 Resigned from the Board 31 January 2019 4 Appointed as Board member 1 June 2018 9 Tenure as Board member ended 27 October 2018 5 Appointed as Board member 29 October 2018 10 Resigned from the Audit, Risk & Governance Committee 22 February 2019

Tim Hollingsworth OBE Nick Bitel Chief Executive and Accounting Officer Chair The English Sports Council The English Sports Council 3 July 2019 3 July 2019

Accountability report 59 Statement of the Council and Chief Executive’s Responsibilities

The Council's Royal Charter requires the Council The Accounting Officer for the Department for to prepare a statement of accounts for each Digital, Culture, Media and Sport has designated financial period in the form and on the basis the Chief Executive of The English Sports Council The English Sports Council determined by the Secretary of State for Digital, as the Accounting Officer for the Council. The Culture, Media and Sport, with the consent of HM relevant responsibilities as Accounting Officer, Treasury. including the responsibility for the propriety and Grant-in-Aid regularity of public finances for which he is The financial statements are prepared on an answerable, and for the keeping of proper accruals basis to show a true and fair view of the records, are set out in “Managing Public Money”, Consolidated Accounts for the year ended 31 March 2019 Council and Group's state of affairs at the period issued by HM Treasury. end, and of its income and expenditure and cash flows for the financial period. The Accounting Officer of The English Sports Council is responsible for preparing financial In preparing the financial statements the Council statements that give a true and fair view, and for is required to: making available to the auditors all relevant • Observe the accounts direction issued by the information for their purposes. Secretary of State for Digital, Culture, Media So far as the Accounting Officer is aware there is and Sport, including the relevant accounting no relevant audit information of which The English and disclosure requirements, and apply Sports Council’s auditors are unaware. Further, suitable accounting policies on a consistent the Accounting Officer has taken all the steps that basis ought to have been taken to make themselves • Make judgements and estimates on a aware of any relevant audit information and to reasonable basis establish that The English Sports Council’s auditors are aware of that information. • State whether applicable accounting standards have been followed, and disclose The Accounting Officer confirms that the annual and explain any material departures in the report and accounts as a whole is fair, balanced financial statements; and and understandable and takes personal responsibility for the annual report and accounts • Prepare the financial statements on the going and the judgments required for determining that it concern basis, unless it is inappropriate to is fair, balanced and understandable. presume that the Council will continue in operation.

Tim Hollingsworth OBE Nick Bitel Chief Executive and Accounting Officer Chair The English Sports Council The English Sports Council 3 July 2019 3 July 2019

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 60 The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 61

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 60 Statement of the Council and Chief Executive’s Responsibilities

The Council's Royal Charter requires the Council The Accounting Officer for the Department for to prepare a statement of accounts for each Digital, Culture, Media and Sport has designated financial period in the form and on the basis the Chief Executive of The English Sports Council The English Sports Council determined by the Secretary of State for Digital, as the Accounting Officer for the Council. The Culture, Media and Sport, with the consent of HM relevant responsibilities as Accounting Officer, Treasury. including the responsibility for the propriety and Grant-in-Aid regularity of public finances for which he is The financial statements are prepared on an answerable, and for the keeping of proper accruals basis to show a true and fair view of the records, are set out in “Managing Public Money”, Consolidated Accounts for the year ended 31 March 2019 Council and Group's state of affairs at the period issued by HM Treasury. end, and of its income and expenditure and cash flows for the financial period. The Accounting Officer of The English Sports Council is responsible for preparing financial In preparing the financial statements the Council statements that give a true and fair view, and for is required to: making available to the auditors all relevant • Observe the accounts direction issued by the information for their purposes. Secretary of State for Digital, Culture, Media So far as the Accounting Officer is aware there is and Sport, including the relevant accounting no relevant audit information of which The English and disclosure requirements, and apply Sports Council’s auditors are unaware. Further, suitable accounting policies on a consistent the Accounting Officer has taken all the steps that basis ought to have been taken to make themselves • Make judgements and estimates on a aware of any relevant audit information and to reasonable basis establish that The English Sports Council’s auditors are aware of that information. • State whether applicable accounting standards have been followed, and disclose The Accounting Officer confirms that the annual and explain any material departures in the report and accounts as a whole is fair, balanced financial statements; and and understandable and takes personal responsibility for the annual report and accounts • Prepare the financial statements on the going and the judgments required for determining that it concern basis, unless it is inappropriate to is fair, balanced and understandable. presume that the Council will continue in operation.

Tim Hollingsworth OBE Nick Bitel Chief Executive and Accounting Officer Chair The English Sports Council The English Sports Council 3 July 2019 3 July 2019

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 60 The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 61

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 61

The report of the Comptroller and uditor eneral to The English Sports when it exists. Misstatements can arise from significant deficiencies in internal control that fraud or error and are considered material if identify during my audit. Council individually or in the aggregate they could n addition am required to obtain evidence reasonably be expected to influence the pinion on financial statements the financial statements in the . My staff and sufficient to give reasonable assurance that the have fulfilled our other ethical responsibilities economic decisions of users taen on the basis have audited the financial statements of The income and expenditure reported in the in accordance with these reuirements. of these financial statements. English Sports Council rantinid for the year financial statements have been applied to the believe that the audit evidence have obtained ended March . The financial statements As part of an audit in accordance with SAs purposes intended by Parliament and the is sufficient and appropriate to provide a basis comprise the roup and Parent Statements of UK exercise professional udgment and financial transactions conform to the authorities for my opinion. Comprehensive et Expenditure, Financial maintain professional scepticism throughout the which govern them. audit. also Position, Cash Flows, Changes in Taxpayers’ Conclusions relating to going concern ther nformation Euity and the related notes, including the • identify and assess the riss of material e are reuired to conclude on the The Council and Chief Executive are significant accounting policies. These financial misstatement of the financial statements appropriateness of management’s use of the responsible for the other information. The other statements have been prepared under the whether due to fraud or error design and going concern basis of accounting and, based information comprises information included in accounting policies set out within them. have perform audit procedures responsive to on the audit evidence obtained, whether a the annual report other than the parts of the also audited the information in the those riss and obtain audit evidence that material uncertainty exists related to events or Accountability Report described in that report ccountability Report that is described in that is sufficient and appropriate to provide a conditions that may cast significant doubt on as having been audited the financial report as having been audited. basis for my opinion. The ris of not The English Sports Council rantinAid’s statements and my auditor’s report thereon. My detecting a material misstatement resulting n my opinion ability to continue as a going concern for a opinion on the financial statements does not period of at least twelve months from the date from fraud is higher than for one resulting • the financial statements give a true and fair cover the other information and do not of approval of the financial statements. f from error as fraud may involve collusion view of the state of the group’s and of The express any form of assurance conclusion conclude that a material uncertainty exists, am forgery intentional omissions English Sports Council’s affairs as at 31 thereon. n connection with my audit of the required to draw attention in my auditor’s report misrepresentations or the override of March 2019 and of the group’s and the financial statements my responsibility is to read to the related disclosures in the financial internal control. parent’s net operating expenditure for the the other information and in doing so consider statements or, if such disclosures are year then ended and • obtain an understanding of internal control whether the other information is materially inadeuate, to modify my opinion. My relevant to the audit in order to design audit inconsistent with the financial statements or my • the financial statements have been properly conclusions are based on the audit evidence procedures that are appropriate in the nowledge obtained in the audit or otherwise prepared in accordance with the Royal obtained up to the date of my auditor’s report. circumstances but not for the purpose of appears to be materially misstated. f based on Charter of The English Sports Council and owever, future events or conditions may expressing an opinion on the effectiveness the wor have performed conclude that Secretary of State directions issued cause the entity to cease to continue as a going of the group’s and The English Sport there is a material misstatement of this other thereunder. concern. have nothing to report in these Council rantinaid’s internal control. information am required to report that fact. respects. have nothing to report in this regard. pinion on regularity • evaluate the appropriateness of accounting Responsibilities of the Council and Chief n my opinion, in all material respects the policies used and the reasonableness of pinion on other matters Executive for the financial statements accounting estimates and related income and expenditure recorded in the n my opinion financial statements have been applied to the s explained more fully in the Statement of the disclosures made by management. • the parts of the Accountability Report to be purposes intended by Parliament and the Council’s and Chief Executive’s • evaluate the overall presentation structure audited have been properly prepared in financial transactions recorded in the financial Responsibilities, the Council and Chief and content of the financial statements accordance with Secretary of State statements conform to the authorities which Executive are responsible for the preparation of including the disclosures and whether the directions made under the Royal Charter of govern them. the financial statements and for being satisfied consolidated financial statements represent that they give a true and fair view. The English Sports Council asis of opinions the underlying transactions and events in a Auditor’s responsibilities for the audit of the manner that achieves fair presentation. • in the light of the nowledge and conducted my audit in accordance with understanding of the group and the parent financial statements • obtain sufficient appropriate audit evidence nternational Standards on uditing Ss and its environment obtained in the course regarding the financial information of the and Practice Note 10 ‘Audit of Financial My responsibility is to audit the financial of the audit have not identified any entities or business activities within the Statements of Public Sector Entities in the statements in accordance with the Royal material misstatements in the Performance roup to express an opinion on the United Kingdom’. My responsibilities under Charter of The English Sports Council. Report or the Accountability Report and those standards are further described in the consolidated financial statements. am n audit involves obtaining evidence about the Auditor’s responsibilities for the audit of the responsible for the direction supervision • the information given in Performance amounts and disclosures in the financial financial statements section of my certificate. and performance of the group audit. Report and Accountability Report for the statements sufficient to give reasonable Those standards reuire me and my staff to remain solely responsible for my audit financial year for which the financial assurance that the financial statements are free comply with the Financial Reporting Council’s opinion. statements are prepared is consistent with from material misstatement, whether caused by Revised Ethical Standard . am the financial statements. fraud or error. Reasonable assurance is a high communicate with those charged with independent of The English Sports Council level of assurance, but is not a guarantee that governance regarding among other matters rantinid in accordance with the ethical an audit conducted in accordance with Ss the planned scope and timing of the audit and reuirements that are relevant to my audit and will always detect a material misstatement significant audit findings including any

The English Sports Council rantinid Consolidated ccounts for the year ended March The English Sports Council rantinAid Consolidated Accounts for the year ended 31 March 2019 3

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 62 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

when it exists. Misstatements can arise from significant deficiencies in internal control that fraud or error and are considered material if identify during my audit. individually or in the aggregate they could n addition am required to obtain evidence reasonably be expected to influence the sufficient to give reasonable assurance that the economic decisions of users taen on the basis income and expenditure reported in the of these financial statements. financial statements have been applied to the As part of an audit in accordance with SAs purposes intended by Parliament and the UK exercise professional udgment and financial transactions conform to the authorities maintain professional scepticism throughout the which govern them. audit. also ther nformation • identify and assess the riss of material The Council and Chief Executive are misstatement of the financial statements responsible for the other information. The other whether due to fraud or error design and information comprises information included in perform audit procedures responsive to the annual report other than the parts of the those riss and obtain audit evidence that Accountability Report described in that report is sufficient and appropriate to provide a as having been audited the financial basis for my opinion. The ris of not statements and my auditor’s report thereon. My detecting a material misstatement resulting opinion on the financial statements does not from fraud is higher than for one resulting cover the other information and do not from error as fraud may involve collusion express any form of assurance conclusion forgery intentional omissions thereon. n connection with my audit of the misrepresentations or the override of financial statements my responsibility is to read internal control. the other information and in doing so consider • obtain an understanding of internal control whether the other information is materially relevant to the audit in order to design audit inconsistent with the financial statements or my procedures that are appropriate in the nowledge obtained in the audit or otherwise circumstances but not for the purpose of appears to be materially misstated. f based on expressing an opinion on the effectiveness the wor have performed conclude that of the group’s and The English Sport there is a material misstatement of this other Council rantinaid’s internal control. information am required to report that fact. have nothing to report in this regard. • evaluate the appropriateness of accounting policies used and the reasonableness of pinion on other matters accounting estimates and related n my opinion disclosures made by management. • the parts of the Accountability Report to be • evaluate the overall presentation structure audited have been properly prepared in and content of the financial statements accordance with Secretary of State including the disclosures and whether the directions made under the Royal Charter of consolidated financial statements represent The English Sports Council the underlying transactions and events in a manner that achieves fair presentation. • in the light of the nowledge and understanding of the group and the parent • obtain sufficient appropriate audit evidence and its environment obtained in the course regarding the financial information of the of the audit have not identified any entities or business activities within the material misstatements in the Performance roup to express an opinion on the Report or the Accountability Report and consolidated financial statements. am responsible for the direction supervision • the information given in Performance and performance of the group audit. Report and Accountability Report for the remain solely responsible for my audit financial year for which the financial opinion. statements are prepared is consistent with the financial statements. communicate with those charged with governance regarding among other matters the planned scope and timing of the audit and significant audit findings including any

The English Sports Council rantinAid Consolidated Accounts for the year ended 31 March 2019 3

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 63

Matters on hich report y eception tatement o comprehensie net ependiture or the year ended March hae nothing to report in respect of the folloing matters hich report to you if in my opinion roup ouncil

• adeuate accounting records hae not ote een ept or returns adeuate for my audit £’000 £’000 £’000 £’000 hae not een receied from ranches not isited y my staff or ncome • the financial statements and the parts of the rants receied ccountaility eport to e audited are not ther income in agreement ith the accounting records Total and returns or penditure • hae not receied all of the information rants and eplanations reuire for my audit or ta costs • the oernance Statement does not reflect ational sports centres compliance with HM Treasury’s guidance. ports deelopment costs perating costs ssets gited to susidiaries Total

ther et interest on net deined eneit liaility mpairment chargereersals Total

et operating ependiture eore interest inancial asset income and taation areth aies omptroller and uditor eneral nterest receiale ational udit ffice inancial asset income ucingham alace oad Taation ictoria et operating ependiture or the year ondon S S ther comprehensie income urplus owing to realuation o properties uly et gainloss on inancial assets emeasurement o deined eneit liaility Total comprehensie net ependiture or the

year

ll income and ependiture relate to continuing actiities. The notes on pages to orm part o these accounts.

The English Sports ouncil rantinid onsolidated ccounts for the year ended March The nglish ports ouncil rantinid onsolidated ccounts or the year ended March

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 64 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

tatement o comprehensie net ependiture or the year ended March roup ouncil

ote £’000 £’000 £’000 £’000

ncome rants receied ther income Total

penditure rants ta costs ational sports centres ports deelopment costs perating costs ssets gited to susidiaries Total

ther et interest on net deined eneit liaility mpairment chargereersals Total

et operating ependiture eore interest inancial asset income and taation

nterest receiale inancial asset income Taation et operating ependiture or the year

ther comprehensie income urplus owing to realuation o properties et gainloss on inancial assets emeasurement o deined eneit liaility Total comprehensie net ependiture or the year

ll income and ependiture relate to continuing actiities. The notes on pages to orm part o these accounts.

The nglish ports ouncil rantinid onsolidated ccounts or the year ended March

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 65

0 0

0 0 0 0 0 0 0 0 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000

0 0 0 0 0 0 0 0 0 0 0 0 00 – – 0 0 0 0 0 0 0

0 0 0 0 0 00 0 0

0

00

00 00

0

0 0

0 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 66 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0

0 0 0 0 £’000 £’000 £’000 £’000

0

0

– –

0

0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 67

’ – 0 £’000 £’000 £’000 £’000 0

0 0

00 00 00 00 0 0 0 0 – – 0 0 0 00

0 0 00 00 0 0 0 0 0 0 – – 0 0

0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 68 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

– 0 £’000 £’000 £’000 0

0 0

000 000 0 0 0 0 – – 0 0 0

0 0 0 0 – – 0 0 0

0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 69

Grants ropert, plant and euipment 00 Grant aards are recognised as ependiture, and if ll propert, plant and euipment, other than T 0 unpaid, as liabilities if a constructie obligation Euipment, are oned b The Sports Council Trust eists Compan SCTC sset additions ere funded b a otter grant from the Sport England otter und or a constructie obligation to eist the aard and capital ors paid for b Sport England commitment must be communicated directl to the Echeuer and gifted to SCTC aard recipient, and Sport England has the authorit 0 to commit the ependiture Grant aards are onl and and uildings he Group’s recognised in the ear of funding as the Grantinid aluations are carried out b eternal eperts and accounts cannot guarantee funding in future ears is alued annuall ull aluations of buildings are carried out on a uinuennial basis, beteen full Grant aards hich are funded from future year’s aluations annual indeation is applied The last full funding are shon as contingent liabilities shon as aluation of buildings as carried out as at arch future commitments – note ther ependiture aluations are based on epreciated eplacement Staff costs are recognised as an epense at the time Cost C for specialist properties, and open that the organisation is obligated to pa them and maret alue for other properties include the cost of an recorded untaen leae at The C basis generates an open maret aluation the end of the financial ear of the land The aluation of each building is deried 0 Costs relating to the ational sports centres, Sports through an estimate being made of the gross current deelopment and perating costs are epensed in replacement cost of the buildings and other site the ear in hich the are incurred ors, from hich deductions are then made to allo for age, condition and obsolescence Sport England is reuired to apportion ependiture beteen its Echeuer and otter actiities The n assets under construction are alued at the apportionment of ependiture is calculated using costs incurred to date metrics derived from the organisation’s annual rtors and ntiues business planning process, unless the costs are rtors and antiues are alued b eternal considered to be entirel Echeuer or otter eperts The last aluation as carried out as at related The resulting cost allocations are subect to arch The aluations are deried ith annual reie b the Eecutie Team England’s reference to the retail maret at the aluation date The current methodolog calculates charges on a and the probable cost of replacing the items hen full cost recoer basis in accordance ith compared ith items in a similar condition 00 Treasury’s Managing Public Money. The Euipment and leasehold improements ependiture apportioned under this methodolog to ther propert, plant and euipment hae not been Sport England otter actiities are reimbursed to realued as fair alue is considered not to be the Echeuer account note materiall different to depreciated historical cost ropert operating leases The capitalisation threshold is , and assets aments made under operating leases rental purchased belo the capitalisation threshold are agreements are recognised in the Statement of normall epensed in ear, ith the eception of comprehensie net ependiture on a straightline grouped assets Grouped assets are assets, hich concept in the preparation of Sport England’s basis oer the term of the lease ease incenties indiiduall, are less then , hoeer together eg rentfree periods are recognised as an integral form a single collectie asset The Group and Council’s Statement of financial part of the total lease epense, oer the term of the lease epreciation epreciation is proided on all propert, plant and ssets gifted to subsidiaries euipment, ecept freehold land and artors and to be met from Sport England’s other sources of antiues, at rates calculated to rite off the cost or ssets gifted to subsidiaries are epensed in the aluation, less estimated residual alue eenl oer id from Sport England’s sponsoring department, ear in hich the are gifted its epected useful life 0 0 0 The English Sports Council Grantinid Consolidated ccounts for the ear ended arch

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 70 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

Grants ropert, plant and euipment Grant aards are recognised as ependiture, and if ll propert, plant and euipment, other than T unpaid, as liabilities if a constructie obligation Euipment, are oned b The Sports Council Trust eists Compan SCTC sset additions ere funded b a otter grant from the Sport England otter und or a constructie obligation to eist the aard and capital ors paid for b Sport England commitment must be communicated directl to the Echeuer and gifted to SCTC aard recipient, and Sport England has the authorit to commit the ependiture Grant aards are onl and and uildings recognised in the ear of funding as the Grantinid aluations are carried out b eternal eperts and accounts cannot guarantee funding in future ears is alued annuall ull aluations of buildings are carried out on a uinuennial basis, beteen full Grant aards hich are funded from future year’s aluations annual indeation is applied The last full funding are shon as contingent liabilities shon as aluation of buildings as carried out as at arch future commitments – note ther ependiture aluations are based on epreciated eplacement Staff costs are recognised as an epense at the time Cost C for specialist properties, and open that the organisation is obligated to pa them and maret alue for other properties include the cost of an recorded untaen leae at The C basis generates an open maret aluation the end of the financial ear of the land The aluation of each building is deried Costs relating to the ational sports centres, Sports through an estimate being made of the gross current deelopment and perating costs are epensed in replacement cost of the buildings and other site the ear in hich the are incurred ors, from hich deductions are then made to allo for age, condition and obsolescence Sport England is reuired to apportion ependiture beteen its Echeuer and otter actiities The n assets under construction are alued at the apportionment of ependiture is calculated using costs incurred to date metrics derived from the organisation’s annual rtors and ntiues business planning process, unless the costs are rtors and antiues are alued b eternal considered to be entirel Echeuer or otter eperts The last aluation as carried out as at related The resulting cost allocations are subect to arch The aluations are deried ith annual reie b the Eecutie Team reference to the retail maret at the aluation date The current methodolog calculates charges on a and the probable cost of replacing the items hen full cost recoer basis in accordance ith compared ith items in a similar condition Treasury’s Managing Public Money. The Euipment and leasehold improements ependiture apportioned under this methodolog to ther propert, plant and euipment hae not been Sport England otter actiities are reimbursed to realued as fair alue is considered not to be the Echeuer account note materiall different to depreciated historical cost ropert operating leases The capitalisation threshold is , and assets aments made under operating leases rental purchased belo the capitalisation threshold are agreements are recognised in the Statement of normall epensed in ear, ith the eception of comprehensie net ependiture on a straightline grouped assets Grouped assets are assets, hich basis oer the term of the lease ease incenties indiiduall, are less then , hoeer together eg rentfree periods are recognised as an integral form a single collectie asset part of the total lease epense, oer the term of the lease epreciation epreciation is proided on all propert, plant and ssets gifted to subsidiaries euipment, ecept freehold land and artors and ssets gifted to subsidiaries are epensed in the antiues, at rates calculated to rite off the cost or ear in hich the are gifted aluation, less estimated residual alue eenl oer its epected useful life

The English Sports Council Grantinid Consolidated ccounts for the ear ended arch

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 71

uildings neired life maimum of years . Trade and other ayables und years Trade and other ayables are recognised at fair value. easehold ected life of lease mrovement . ilaidations uiment years Provision for the robable cost of dilaidations at the T uiment years date of the eected termination of the lease is made in the accounts in the year in hich it is decided not to rene the lease. o dereciation is alied in the year of acuisition or construction. A full year’s depreciation is charged . Taation in the year of disosal. T The gain or loss arising on the disosal of an asset ort ngland is involved in business and non is determined as the difference beteen the sale business activity for T uroses and oerates a and the carrying amount of the asset and is artial recovery methodology. ort ngland recognised in the tatement of comrehensive net recovers all T incurred on the business activity of eenditure for the eriod. running the ational orts entres and on roect and other costs hich are recharged to artners. n . ntangible assets the normal course of business T is charged at the ntangible assets redominantly comrise softare standard rate as and here aroriate. installed and utilised in our comuter systems. ororation Ta oftare is amortised on a straightline basis over ort ngland ays cororation ta on ban interest three years. The caitalisation threshold is received net of ban charges. n the case of the and assets urchased belo the caitalisation subsidiary comanies cororation ta is ayable on threshold are normally eensed in year ith the income derived from trading activities. ecetion of groued assets. ntangible assets are revieed annually for imairment and are stated at . Pensions amortised historic cost. efined contribution scheme Payments are recognised as an eense hen . inancial assets emloyees have rendered service entitling them to ubseuent to urchase listed stocs and shares the contributions. are recognised at fair value based on reference to efined benefit scheme the maret in hich they eist. These assets are defined benefit scheme is a ostemloyment classified as available for sale assets hoever benefit plan. Sport England’s net obligation in there is no immediate intention to sell. resect of defined benefit lans is calculated by . ash and cash euivalents estimating the amount of future benefits that emloyees have earned in return for their service in ash and cash euivalents include cash in hand and the current and rior eriods. That benefit is deosits held at call ith commercial bans. discounted to determine its resent value. . Trade and other receivables The ension liabilities and assets of the defined Trade and other receivables are recognised at fair benefit scheme are recorded in accordance ith value less a rovision for any secific imairment. . This measures the value of ension assets and liabilities at the tatement of financial osition date rovision for the imairment of trade receivables is determines the benefits accrued in the year and the established hen there is obective evidence that interest on the scheme’s assets and liabilities. This ort ngland ill not be able to collect all amounts valuation is undertaen by an indeendent actuary. due in accordance ith the original terms of the The value of the benefits accrued during the year receivables. service costs ast service costs curtailments and . nvestments settlements are recognised in the tatement of comrehensive net eenditure ithin staff costs. nvestments not held for trading that ere The net interest eense on the net defined liability reviously classified as available‑for‑sale financial is shon in the tatement of comrehensive net assets and ere measured at fair value at each eenditure. reorting date under .

The nglish orts ouncil rantinid onsolidated ccounts for the year ended March

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 72 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

The scheme’s administration expenses are shown in . Accounting standards adopted in the Statement of comprehensie net ependiture To ne accounting standards hae been applied ithin operating costs. for the first time during emeasurement of the net defined benefit liability S – inancial nstruments hich comprises actuarial gains and losses and returns on plan assets in ecess of interest is S – eenue from ontracts and ustomers recognised immediately in the Statement of financial The application of these standards has not had a position and in ther comprehensie income. material impact on the accounts. The resulting pension liability or asset is shon in the Statement of financial position and is . Accounting standards that hae been apportioned beteen Echeuer and ottery issued but not adopted actiities based on the combination of the historic There are no accounting standards that hae been rate of Echeuer and ottery and the issued that hae not been applied to these accounts. current year corporate aerage cost allocation as determined by the methodology in note .. The e reuires S – eases to be applied from April . The application of the . se of estimates and udgement standard ill hae a material impact on the The preparation of the financial statements reuires accounts. This standard ill be applied to the management to mae udgements estimates and financial statements ending arch . assumptions that affect the application of the As at arch the roup has accounting policies and the reported amounts of non‑cancellable operating lease commitments of assets liabilities income and ependiture. Actual .m note . nder S these ill be results may differ from the estimates used. recognised from April as right‑of‑use assets Estimates and assumptions are reieed on an of .m and a corresponding lease liability of ongoing basis. eisions to accounting estimates .m in respect of all these leases. The impact ill are recognised in the period in hich the estimates decrease property costs by m increase are reised and in any future periods affected. depreciation by and interest by in . Estimates are made in relation to and buildings and bund held by the ational sports centres or short‑term leases lease term of months or including the aluation and realuation dilapidation less and leases of lo‑alue assets such as impairment and depreciation of and buildings and personal computers and office furniture the roup bund as ell as the aluation of artor and opts to tae the eemption permitted by the e antiues. They are made also in relation to the and S and ill continue to account for these pension scheme defined benefit plan assets and through property costs. liabilities which determine the scheme’s deficit position.

The English Sports ouncil rantinAid onsolidated Accounts for the year ended arch

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 73

rants receied rop oncil

£’000 £’000 £’000 £’000

otter rant

ther income rop oncil

£’000 £’000 £’000 £’000

xternal fndin income ctie ies sre rechares sset hire rechares ther income Total

ther income is shown net of income apportioned to the port nland otter nd ote details the ross income and the rechare to the otter acconts

The nlish ports oncil rantinid onsolidated cconts for the ear ended arch

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 74 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 0 0 £’000 £’000 £’000 £’000 0 0 0 0 00 0 00 0 0 0 0 0 0

0 0 0 0

0 0 0 0

0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 75

0 0 0 0 0 0 0 0 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 £’000 £’000 £’000 £’000 0

00 0 0 0 0 0 00 0 00 0

These costs are in relation to the women’s marketing campaign “This Girl Can” funded by a Lottery £ 0

0 0 –

£ 0 £000

0 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 76 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 0 0 £’000 £’000 £’000 £’000

0 0 0 0 0 0

0 0 0 0

00 0

These costs are in relation to the women’s marketing campaign “This Girl Can” funded by a Lottery

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 77

perating costs et osts aortioned rom euer to otter – ouni Group Council 0 0

0 0 0 0 ross otter et ross otter et £’000 £’000 £’000 £’000 reare reare

£’000 £’000 £’000 £’000 £’000 £’000 Auditor’s remuneration 0 0

oard epenses ter inome 0 0 0 Communications ta osts 0 00 0 0 epreciation 0 orts deeoment 00 0 0 Grant outsourcing costs eratin osts 0 nternal audit and goernance ota 0 0 0 rrecoerable T

T infrastructure and systems costs e asis o aortionment o net osts eteen euer and otter is set out in note e Legal 00 00 amounts set out in te otter aounts inude tese osts us osts orne o otter ther costs

ther staff costs 00 00

roperty operating leases ther property costs 0 ommitments under oeratin eases taff training 0 0 Trael and subsistence rou ouni efined benefit scheme admin charges Total 0 0 0 0 0 0 £’000 £’000 £’000 £’000 perating costs are shown net of costs apportioned to the port ngland Lottery und ote details the gross costs and the recharge to the Lottery accounts which includes proisions made in the year and uidins irin itin one ear 0 0 0 0 o other payment was made to the auditors for nonaudit work The Group audit fees for the year were irin eteen one ie ears 0 0 £00 0 £00 the Council audit fees for the year were £00 0 £00 ncluded irin ater at east ie ears within the Council for 0 is £00 relating to the fees of nglish ports eelopment Trust Limited ota 0 0 0 £00 which were paid on its behalf by port ngland ll audit fees are ecluding T

eratin eases are ed in te name o e orts ouni rust oman and are reared to ort nand e tota aues o ommitments under tese eases are tereore treated as tose o ort et costs apportioned from cheuer to Lottery – Group nand 0 0 e ommitments reet te eariest rea ause itin te ease ota uture aments due to ort nand under nonaneae sueases are £0 miion 0 £0 miion Gross Lottery et Gross Lottery et

recharge recharge

£’000 £’000 £’000 £’000 £’000 £’000

ther income 00 taff costs 0 00 0 0 ports deelopment 0 0 perating costs 0 0 Total 00 0

The nglish ports Council Grantinid Consolidated ccounts for the year ended arch 0 e nis orts ouni rantinAid onsoidated Aounts or te ear ended ar 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 78 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

et osts aortioned rom euer to otter – ouni 0 0

ross otter et ross otter et reare reare £’000 £’000 £’000 £’000 £’000 £’000

ter inome 0 0 0 ta osts 0 00 0 0 orts deeoment 00 0 0 eratin osts 0 ota 0 0 0

e asis o aortionment o net osts eteen euer and otter is set out in note e amounts set out in te otter aounts inude tese osts us osts orne o otter

0 ommitments under oeratin eases rou ouni

0 0 0 0 £’000 £’000 £’000 £’000

and uidins irin itin one ear 0 0 0 0 irin eteen one ie ears 0 0 irin ater at east ie ears ota 0 0

eratin eases are ed in te name o e orts ouni rust oman and are reared to ort nand e tota aues o ommitments under tese eases are tereore treated as tose o ort nand e ommitments reet te eariest rea ause itin te ease ota uture aments due to ort nand under nonaneae sueases are £0 miion 0 £0 miion

e nis orts ouni rantinAid onsoidated Aounts or te ear ended ar 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 79

— roperty pt equipmet – oui Equipm’t uiis Equipmet I Equipmet ot Improvm’t Equipm’t £’000 £’000 £’000 £’000

£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 ost t pri 0 itios 0 0 0 0 ite ssets 0 0 isposs 0 0 t r 0 00 itios 0 0 0 ite ssets 0 isposs 0 t r 0 0 0 0 0 0 0 0 0 epreitio 0 t pri 0 0 0 0 00 re or yer 0 isposs t r 0 0 0 0 0 0 0 re or yer isposs t r 0 0 0 0 et oo ue t r 0 0 0 t r 0 0 0 0 00 0 port E s ite ssets to its subsiiry e ports oui rust ompy e ssets ite re reevt to te opertio tivities o te tio ports etres ssets re oe o ssets re supporte by eiter ie eses or I otrts 0 0 0 0 buii t ies i ouses te e etr eti system s ompete pitise i 0 0 0 e buii boier ere prt ue trou reveue i 0 but meet te requiremets or pitistio so tese 0 osts ve so bee pitise i 0 e vue o te ustmet £ is ot mteri to te over vue o te tio etre ssets 0 £0m s oe or to ies itse £0m – 0 0 0 eby’s

0 0 e Eis ports oui rtii osoite outs or te yer ee r 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 80 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

roperty pt equipmet – oui uiis Equipmet I Equipmet ot £’000 £’000 £’000 £’000

ost t pri 0 itios ite ssets 0 0 isposs 0 t r 0 00 itios 0 ite ssets 0 isposs 0 t r 0 0 0

epreitio t pri 0 0 re or yer 0 isposs t r 0 0 re or yer isposs t r 0 0

et oo ue t r 0 0 t r 0

port E s ite ssets to its subsiiry e ports oui rust ompy e ssets ite re reevt to te opertio tivities o te tio ports etres ssets re oe o ssets re supporte by eiter ie eses or I otrts buii t ies i ouses te e etr eti system s ompete pitise i 0 e buii boier ere prt ue trou reveue i 0 but meet te requiremets or pitistio so tese 0 osts ve so bee pitise i 0 e vue o te ustmet £ is ot mteri to te over vue o te tio etre ssets £0m s oe or to ies itse £0m

e Eis ports oui rtii osoite outs or te yer ee r 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 81

£’000 £’000 0 0 0 0 0 £’000 £’000 £’000 £’000 0 0 0 0 0

0 0 0 0 holding is classified as ‘not held for trading’. However, part of this investment (value at 31 March 2019 0 0 0 £ 00 0 £0000 0 £0000 0 0 £000 0 £000

0 0 0 0

0 £ 0 £ 00 0 £0 0 £

0 £000 0£000

00 0 £000 0£000

The Company’s activities are entirely funded by a Lottery grant from the Sport England Lottery ESDT’s 0 0 £0

0 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 82 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 0 0 £’000 £’000 £’000 £’000

0

0 holding is classified as ‘not held for trading’. However, part of this investment (value at 31 March 2019 £ 00 0 £0000 0 £0000 0 £000 0 £000

0 £ 0 £ 00 0 £0 0 £ 0 £000 0£000 00 0 £000 0£000

The Company’s activities are entirely funded by a Lottery grant from the Sport England Lottery ESDT’s 0 0 £0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 83

1 Trade and other receivables roup Council

2019 201 2019 201 £’000 £’000 £’000 £’000

Trade receivables 1 9 9 3 ther receivables 32 2 32 2 Staff travel loans 1 2 1 2 repayments and accrued income 2,3 2,03 1,2 1,2 Sport England Lottery 2,92 ,01 2,92 ,01 Total ,03 ,223 ,939 ,09

rom 1 pril 201 the impairment of trade receivables is based on epected credit losses (S 9 paragraph ..1. These epected credit losses were calculated using a provision matri which reviewed the historical credit loss eperience of trade receivables, adusted as appropriate to reflect current conditions and estimates of future economic conditions. Two years of historic data were used and on this basis at 31 March 2019 the lifetime epected loss provision for trade receivables is nil.

1 rants outstanding roup Council

2019 201 2019 201 £’000 £’000 £’000 £’000

rants outstanding 31,3 2,13 31,3 2,13

uture commitments n the undertaing that funds are to be provided by DCMS, Sport England at 31 March 2019 had entered into commitments to pay grants to award recipients in respect of their approved programmes. These commitments, which are mainly for 20121 funding and awards to the ootball oundation for 2019 20, have not been recognised in the statement of comprehensive net ependiture or the statement of financial position and are shown below. roup Council

2019 201 2019 201 £’000 £’000 £’000 £’000

20119 0,290 0,290 201920 3,3 ,9 3,3 ,9 202021 2,03 2,11 2,03 2,11 202122 30 30

Total 92,33 120,3 92,33 120,3

The English Sports Council rantinid Consolidated ccounts for the year ended 31 March 2019

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 84 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 0 0 £’000 £’000 £’000 £’000

0 0 0 0 00

0 0 0 0 £’000 £’000 £’000 £’000

0 0 0 0 £’000 £’000 £’000 £’000

0 £000 0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 85

£00000 by the FA’s Medical and Education Units. If Sport England were to terminate the agreement at any time 0 £00000 0 0 n Fund Authority (LPFA) members’ past or future service benefits. 0 0 0 £0 00 £

0 £00 0 £ £0 £0

0 0 00 00

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 86 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

Pension liabilities (continued) he scheme is funded by employee and employer contributions at actuarially determined rates based on current members. Additional employer contributions are paid into the scheme to reduce the deficit as advised by the scheme’s actuaries based on triennial valuations. he most recent triennial valuation was at March . Sport England will also mae additional voluntary contributions to the scheme where the funding is available to do so. Under Sport England’s management agreement with its sponsoring department DCMS all assets and liabilities on the defined benefit scheme will be passed to a successor body if Sport England were to be wound up. If there was no successor body then the assets and liabilities would revert to MS. he tables below show employee contribution rates and employer contributions for and and those that are epected to be made in for the Echeuer portion of the scheme

Employee contribution rates

salary range salary range

Less than . Less than . . . . . . . . . . . . . . . ver . ver .

Employer contributions to schemes

All figures in £’000s

Employer contributions . . . ontributions to pension schemes Employer contributions euired additional contributions oluntary additional contributions otal contributions to pension schemes

International Accounting Standard IAS Employees enefits reuires the disclosure of additional information, in respect of the Sport England’s superannuation scheme. The information has been provided by the LPFA’s consulting actuaries. The actuaries have not made separate valuations for the Sport England Echeuer and Lottery liabilities. he apportionment of the liability between Echeuer and Lottery is set out in the accounting policies (note .).

he English Sports ouncil rantinAid onsolidated Accounts for the year ended March

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 87

0 Pension liabilities continued The following information relates to the scheme as a whole

Employer membership statistics

umber SalariesPensions Average age £’000

Actives , Deferred pensioners ,0 0 Pensioners ,0 0 nfunded pensioners

epresents membership data as at March 0 receiving funded and unfunded benefits.

Financial assumptions epressed as weighted average

0 0 0 per annum per annum per annum

Price increases – P . . . Price increases – CP . . . Salary increase . . . Pension increase . . . Discount rate . . .

Life epectancy assumptions from age 0 0 ears ears

etiring today Males . . Females . . etiring in 0 years Males .0 . Females . .0

The following information relates to the Echeuer portion of the fund only

Statement of financial position disclosure

0 0 0 £’000 £’000 £’000

Present value of funded liabilities , , ,0 Fair value of employer assets ,0 , 0, Present value of unfunded liabilities ,0 , ,0 et liability in the Statement of financial position ,0 0, ,0

Liabilities ,0 ,0 , Assets ,0 , 0, et liability in the Statement of financial position ,0 0, ,0

The English Sports Council rantinAid Consolidated Accounts for the year ended March 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 88 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0

0 0 £’000 £’000

0 0 0 00 00

0 0 £’000 £’000

0 0 00

0 0 £’000 £’000

0 0

0 0 £’000 £’000

0 0 0 0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 89

0

0 0 £’000 £’000

0 0 0 0

£’000 £’000 £’000

0 00 00 0 00 0 0

0 00 00 0

0 00 0 0 0 0

0 0 0

0 £ 0 £000 0 0 £

0 0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 90 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 £’000 £’000 00 00

–

0 0 0 0 £’000 £’000 £’000 £’000

0 0 00 00 0 0 0 0 0 0 0 0

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 91

elated part transactions continued ards ards Supplier npaid ade in unpaid at transactions supplier arch in transactions elationship at arch Wasim Khan MBE Member, England and Wales Cricket Board 1,090,000 376,929 - - Karen Pickering MBE Member, Amateur Swimming Association 1,191,625 10,790 - - Imm. Family: Member, Amateur Swimming Association Charles Reed Chair, Activity Alliance 1,217,495 3,000 - - declared a current or past interest relating to Sport England’s Exchequer funding. Karen Creavin Consultant, Birmingham City Council - 180,000 29 - Peter Rowley OBE • 0 Member, England Athletics 167,405 1 - - • 0 Chair, The Sports Council Trust Company - - 609,190 5,767 • 0 Andy Long Imm. Family: Member, Amateur Swimming 1,191,625 10,790 - - • 0 Association Imm. Family: Member, British Rowing 590,490 295,244 - - Rashmi Becker Member, Activity Alliance 1,217,495 3,000 - - Mohamed Elsarky Chair, English Sports Development Trust Limited - - 2,874 - Chair, British Equestrian 350,700 2 - - 0 0 0 Eilish Jamieson Imm. Family: Member, Rugby Football Union 740,000 - - - 0 Imm. Family: Member, England Hockey 975,000 317,450 - - £ £ £ £ Jennie Price CBE Department for Digital, Culture, Media and Sport Board Member, Football Foundation 18,075,907 5,275,907 5,435 - Grant-in-Aid funding 98,765,000 - Tim Hollingsworth OBE Payable by Sport England 17,615 - Board Member, Football Foundation 18,075,907 5,275,907 5,435 - The Sports Council Trust Company Imm. Family: Member, British Rowing 590,490 295,244 - - Payable by Sport England - - 609,190 5,767 Lisa O’Keefe English Sports Development Trust Limited Board Member, Mountain Training Trust - - 503,273 55,273 Payable by Sport England - - 2,874 - Member, British Mountaineering Council 79,850 - - - Nick Bitel Member, British Cycling 2,387,301 1,133,542 - - Consultant to advisors of Rugby Football Union 740,000 - - - Member, English Sports Development Trust - - 2,874 - Member, English Sports Development Trust Limited - - 2,874 - Limited Partner: Member, Lawn Tennis Association 750,000 18,472 - - Partner: Employment, England and Wales Cricket 1,090,000 376,929 - - Partner: Member, British Triathlon Federation 597,911 3,596 - - Board Professor Denise Barrett-Baxendale MBE Phil Smith Director, Everton Football Club - - 146 - Imm. Family: Member, Lawn Tennis Association 750,000 18,472 - - Professor Ian Cumming OBE Alison Selfe Member, Amateur Swimming Association 1,191,625 10,790 - - Imm. Family: Member, British Cycling 2,387,301 1,133,542 - - Chris Grant Brian Whaley Employment, Sported - - 28,861 48 Member, CIMPSA 744,000 - - - Rona Chester Member, English Golf Union 650,000 126,000 - - Member, Lawn Tennis Association 750,000 18,472 - - Partner: Member, Lawn Tennis Association

he English Sports ouncil rantinid onsolidated ccounts for the ear ended arch

0

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 92 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

elated part transactions continued ards ards Supplier npaid ade in unpaid at transactions supplier arch in transactions elationship at arch Wasim Khan MBE Member, England and Wales Cricket Board 1,090,000 376,929 - - Karen Pickering MBE Member, Amateur Swimming Association 1,191,625 10,790 - - Imm. Family: Member, Amateur Swimming Association Charles Reed Chair, Activity Alliance 1,217,495 3,000 - - Karen Creavin Consultant, Birmingham City Council - 180,000 29 - Peter Rowley OBE Member, England Athletics 167,405 1 - - Chair, The Sports Council Trust Company - - 609,190 5,767 Andy Long Imm. Family: Member, Amateur Swimming 1,191,625 10,790 - - Association Imm. Family: Member, British Rowing 590,490 295,244 - - Rashmi Becker Member, Activity Alliance 1,217,495 3,000 - - Mohamed Elsarky Chair, English Sports Development Trust Limited - - 2,874 - Chair, British Equestrian 350,700 2 - - Eilish Jamieson Imm. Family: Member, Rugby Football Union 740,000 - - - Imm. Family: Member, England Hockey 975,000 317,450 - - Jennie Price CBE Board Member, Football Foundation 18,075,907 5,275,907 5,435 - Tim Hollingsworth OBE Board Member, Football Foundation 18,075,907 5,275,907 5,435 - Imm. Family: Member, British Rowing 590,490 295,244 - - Lisa O’Keefe Board Member, Mountain Training Trust - - 503,273 55,273 Member, British Mountaineering Council 79,850 - - - Member, British Cycling 2,387,301 1,133,542 - - Member, English Sports Development Trust - - 2,874 - Limited Partner: Employment, England and Wales Cricket 1,090,000 376,929 - - Board Phil Smith Imm. Family: Member, Lawn Tennis Association 750,000 18,472 - - Alison Selfe Imm. Family: Member, British Cycling 2,387,301 1,133,542 - - Brian Whaley Member, CIMPSA 744,000 - - - Rona Chester Member, English Golf Union 650,000 126,000 - - Member, Lawn Tennis Association 750,000 18,472 - - Partner: Member, Lawn Tennis Association

he English Sports ouncil rantinid onsolidated ccounts for the ear ended arch

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 performance report 93

eriaties and other financial instruents Sport England Exchequer relies ainl on rantin id funding to finance its operations. ther than ites such as trade receiales and trade paales that arise fro its operations and cash resources it holds no other financial instruents nor enters into deriatie transactions. Sport England Exchequer perfors all transactions in ound Sterling and therefore has no currenc he English Sports ouncil exchange ris. Sport England does not enter into an forard foreign currenc contracts or siilar financial instruents. ational otter istriution und he Sports ouncil rust opan holds a financial instruent listed in the nited ingdo. he return fro inestents is not aterial . ue to the alue of the inestent held ccounts for the ear ended arch he Sports ouncil rust opan Sport England is not exposed to significant aret ris. he oard of he Sports ouncil rust opan regularl undertaes reies to itigate the riss of perforance of this instruent.

Sport England Exchequer does not orro one and therefore has no exposure to interest rate ris or

liquidit ris in this regard. ash alances are held in coercial an accounts and attract aret rates of interest. Sport England Exchequer does not enter into an interest rate saps or siilar financial instruents.

Eents after the reporting period here ere no post alance sheet eents eteen the ear end and hen the accounts ere authorised for issue on the date the optroller and uditor eneral certified the accounts. he financial accounts do not reflect eents after this date.

he English Sports ouncil rantinid onsolidated ccounts for the ear ended arch he English Sports ouncil ational otter istriution und ccounts for the ear ended arch

The English Sports Council Grant-in-Aid Consolidated Accounts for the year ended 31 March 2019 94 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

he English Sports ouncil ational otter istriution und ccounts for the ear ended arch

he English Sports ouncil ational otter istriution und ccounts for the ear ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 95

Statement of the Council’s and Chief Executive’s responsibilities The certificate and report of the Comptroller and uditor eneral to the ouses of Parliament nder section and of the ational otter he ccounting fficer for the epartent for pinion on financial statements independent of The English Sports Council etc. ct as aended he English Sports igital ulture edia and Sport has designated ational Lottery istribution und in certify that have audited the financial ouncil is required to prepare a stateent of the hief Executie of he English Sports ouncil accordance ith the ethical reuirements that statements of The English Sports Council accounts for the financial period in the for and as the ccounting fficer for he ouncil. he are relevant to my audit and the financial ational Lottery istribution und for the year on the asis directed the Secretar of State for releant responsiilities as ccounting fficer statements in the My staff and have ended March under the ational igital ulture edia and Sport ith the consent including the responsiilit for the propriet and fulfilled our other ethical responsibilities in Lottery etc ct The financial statements of reasur. regularit of pulic finances for hich he is accordance ith these reuirements believe comprise the Statements of Comprehensive anserale and for the eeping of proper that the audit evidence have obtained is he financial stateents are prepared on an et ncome, inancial Position, Cash los, records, are set out in “Managing Public Money”, sufficient and appropriate to provide a basis for accruals asis and ust sho a true and fair ie Changes in Euity and the related notes, issued the reasur and in the inancial my opinion of the state of affairs of he English Sports including the significant accounting policies irections issued the Secretar of State for Council’s Lottery distribution activities at the These financial statements have been Conclusions relating to going concern igital ulture edia and Sport under section period end and of its incoe and expenditure and prepared under the accounting policies set out of the ational otter etc. ct as e are reuired to conclude on the cash flos for the financial period. ithin them have also audited the aended. appropriateness of management’s use of the information in the ccountability eport that is n preparing the financial stateents he ouncil going concern basis of accounting and, based he ccounting fficer has taen all the steps described in that report as having been is required to on the audit evidence obtained, hether a that ought to hae taen to ae theseles audited material uncertainty exists related to events or • sere the accounts direction issued the aare of an releant audit inforation and to n my opinion conditions that may cast significant doubt on Secretar of State for igital ulture edia establish that The English Sport Council’s auditors The English Sports Council ational Lottery and Sport including the releant accounting are aare of that inforation. • the financial statements give a true and istribution und’s ability to continue as a and disclosure requireents and appl the fair vie of the state of The English he ccounting fficer confirs that the annual going concern for a period of at least telve suitale accounting policies on a consistent Sports Council ational Lottery report and accounts as a hole is fair alanced months from the date of approval of the asis Distribution’s affairs as at March and understandale and taes personal financial statements f conclude that a and of its net income for the year then • ae udgeents and estiates on a responsiilit for the annual report and accounts material uncertainty exists, am reuired to ended and reasonale asis and the udgents required for deterining that it draw attention in my auditor’s report to the is fair alanced and understandale. • the financial statements have been related disclosures in the financial statements • State hether the applicale accounting properly prepared in accordance ith the or, if such disclosures are inadeuate, to standards hae een folloed and disclose ational Lottery etc ct and modify my opinion My conclusions are based and explain an aterial departures in the Secretary of State directions issued on the audit evidence obtained up to the date financial stateents and thereunder of my auditor’s report. However, future events

• repare the financial stateents on the going or conditions may cause the entity to cease to pinion on regularity concern asis unless it is inappropriate to continue as a going concern have nothing to presue that he ouncil ill continue in n my opinion, in all material respects the report in these respects operation. income and expenditure recorded in the esponsibilities of the Council and Chief financial statements have been applied to the Executive for the financial statements purposes intended by Parliament and the

financial transactions recorded in the financial s explained more fully in the Statement of the

statements conform to the authorities hich Council’s and Chief Executive’s

govern them esponsibilities, the Council and Chief

Executive are responsible for the preparation asis of opinions of the financial statements and for being i ollingsorth E ic itel conducted my audit in accordance ith satisfied that they give a true and fair vie nternational Standards on uditing Ss Auditor’s responsibilities for the audit of the hief Executie and ccounting fficer hair (UK) and Practice Note 10 ‘Audit of Financial financial statements he English Sports ouncil he English Sports ouncil Statements of Public Sector Entities in the United Kingdom’. My responsibilities under My responsibility is to audit, certify and report ul ul those standards are further described in the on the financial statements in accordance ith Auditor’s responsibilities for the audit of the the ational Lottery etc ct financial statements section of my certificate n audit involves obtaining evidence about the Those standards reuire me and my staff to amounts and disclosures in the financial comply with the Financial Reporting Council’s statements sufficient to give reasonable evised Ethical Standard am assurance that the financial statements are

he English Sports ouncil ational otter istriution und ccounts for the ear ended arch The English Sports Council ational Lottery istribution und ccounts for the year ended March

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 96 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

The certificate and report of the Comptroller and uditor eneral to the ouses of Parliament pinion on financial statements independent of The English Sports Council ational Lottery istribution und in certify that have audited the financial accordance ith the ethical reuirements that statements of The English Sports Council are relevant to my audit and the financial ational Lottery istribution und for the year statements in the My staff and have ended March under the ational fulfilled our other ethical responsibilities in Lottery etc ct The financial statements accordance ith these reuirements believe comprise the Statements of Comprehensive that the audit evidence have obtained is et ncome, inancial Position, Cash los, sufficient and appropriate to provide a basis for Changes in Euity and the related notes, my opinion including the significant accounting policies These financial statements have been Conclusions relating to going concern prepared under the accounting policies set out e are reuired to conclude on the ithin them have also audited the appropriateness of management’s use of the information in the ccountability eport that is going concern basis of accounting and, based described in that report as having been on the audit evidence obtained, hether a audited material uncertainty exists related to events or n my opinion conditions that may cast significant doubt on The English Sports Council ational Lottery • the financial statements give a true and istribution und’s ability to continue as a fair vie of the state of The English going concern for a period of at least telve Sports Council ational Lottery months from the date of approval of the Distribution’s affairs as at March financial statements f conclude that a and of its net income for the year then material uncertainty exists, am reuired to ended and draw attention in my auditor’s report to the • the financial statements have been related disclosures in the financial statements properly prepared in accordance ith the or, if such disclosures are inadeuate, to ational Lottery etc ct and modify my opinion My conclusions are based Secretary of State directions issued on the audit evidence obtained up to the date thereunder of my auditor’s report. However, future events or conditions may cause the entity to cease to pinion on regularity continue as a going concern have nothing to n my opinion, in all material respects the report in these respects income and expenditure recorded in the esponsibilities of the Council and Chief financial statements have been applied to the Executive for the financial statements purposes intended by Parliament and the financial transactions recorded in the financial s explained more fully in the Statement of the statements conform to the authorities hich Council’s and Chief Executive’s govern them esponsibilities, the Council and Chief Executive are responsible for the preparation asis of opinions of the financial statements and for being conducted my audit in accordance ith satisfied that they give a true and fair vie nternational Standards on uditing Ss Auditor’s responsibilities for the audit of the (UK) and Practice Note 10 ‘Audit of Financial financial statements Statements of Public Sector Entities in the United Kingdom’. My responsibilities under My responsibility is to audit, certify and report those standards are further described in the on the financial statements in accordance ith Auditor’s responsibilities for the audit of the the ational Lottery etc ct financial statements section of my certificate n audit involves obtaining evidence about the Those standards reuire me and my staff to amounts and disclosures in the financial comply with the Financial Reporting Council’s statements sufficient to give reasonable evised Ethical Standard am assurance that the financial statements are

The English Sports Council ational Lottery istribution und ccounts for the year ended March

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 97

free from material misstatement, whether significant deficiencies in internal control that atters on ic report by eception caused by fraud or error. Reasonable identify during my audit. ae notin to report in respect of te assurance is a high level of assurance but is n addition, am reuired to obtain evidence folloin matters ic report to you if in my not a guarantee that an audit conducted in sufficient to give reasonable assurance that opinion accordance with As (UK) will always detect a the income and expenditure reported in the material misstatement when it exists. • adeuate accountin records ae not financial statements have been applied to the Misstatements can arise from fraud or error been ept or returns adeuate for my purposes intended by Parliament and the and are considered material if, individually or audit ae not been receied from financial transactions conform to the in the aggregate, they could reasonably be brances not isited by my staff or authorities which govern them. expected to influence the economic decisions • te financial statements and te parts of of users taen on the basis of these financial ther nformation te ccountability eport to be audited statements. he Council and Chief Executive are are not in areement it te accountin

As part of an audit in accordance with As responsible for the other information. he records and returns or (UK), exercise professional udgment and other information comprises information • ae not receied all of te information maintain professional scepticism throughout included in the annual report, other than the and eplanations reuire for my audit or the audit. also parts of the Accountability Report described in that report as having been audited, the • te oernance tatement does not • identify and assess the riss of material financial statements and my auditor’s report reflect compliance with HM Treasury’s misstatement of the financial statements, thereon. My opinion on the financial uidance. whether due to fraud or error, design and statements does not cover the other perform audit procedures responsive to information and do not express any form of those riss, and obtain audit evidence assurance conclusion thereon. n connection eport that is sufficient and appropriate to with my audit of the financial statements, my provide a basis for my opinion. he ris of ae no obserations to mae on tese responsibility is to read the other information not detecting a material misstatement financial statements. and, in doing so, consider whether the other resulting from fraud is higher than for one information is materially inconsistent with the resulting from error, as fraud may involve financial statements or my nowledge obtained collusion, forgery, intentional omissions, in the audit or otherwise appears to be misrepresentations, or the override of materially misstated. f, based on the wor internal control. have performed, conclude that there is a

• obtain an understanding of internal material misstatement of this other information, control relevant to the audit in order to am reuired to report that fact. have nothing design audit procedures that are to report in this regard.

appropriate in the circumstances, but not pinion on other matters for the purpose of expressing an opinion aret Daies on the effectiveness of he English n my opinion omptroller and uditor eneral

ports Council National ottery ational udit ffice • the parts of the Accountability Report to Distribution Fund’s internal control. ucinam alace oad be audited have been properly prepared ictoria • evaluate the appropriateness of in accordance with ecretary of tate ondon accounting policies used and the directions made under the National reasonableness of accounting estimates ottery etc. Act 1 and related disclosures made by uly • in the light of the nowledge and management. understanding of he English ports • evaluate the overall presentation, Council National ottery Distribution Fund

structure and content of the financial and its environment obtained in the statements, including the disclosures, and course of the audit, have not identified whether the consolidated financial any material misstatements in the

statements represent the underlying Performance Report or the Accountability transactions and events in a manner that Report and achieves fair presentation. • the information given in Performance communicate with those charged with Report and Accountability Report for the governance regarding, among other matters, financial year for which the financial the planned scope and timing of the audit and statements are prepared is consistent significant audit findings, including any with the financial statements.

he English ports Council National ottery Distribution Fund Accounts for the year ended 1 March 01 e nlis ports ouncil ational ottery Distribution Fund ccounts for te year ended arc

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 98

atters on ic report by eception ae notin to report in respect of te folloin matters ic report to you if in my

opinion

• adeuate accountin records ae not been ept or returns adeuate for my audit ae not been receied from

brances not isited by my staff or

• te financial statements and te parts of te ccountability eport to be audited are not in areement it te accountin

records and returns or

• ae not receied all of te information and eplanations reuire for my audit or • te oernance tatement does not reflect compliance with HM Treasury’s

uidance.

eport

ae no obserations to mae on tese financial statements.

aret Daies omptroller and uditor eneral

ational udit ffice ucinam alace oad ictoria

ondon uly

e nlis ports ouncil ational ottery Distribution Fund ccounts for te year ended arc

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 99

tatement o comprehensie net income or the year ene March 0 ote 0 0 £’000 £’000 £’000 £’000

ncome ational ottery share o procees ational ottery inestment returns 0 rant recoeries 00 nterest receiale ther income Total peniture 0 rants mae 0 0 rant ecommitments oncash rants 0 ta costs port eelopment costs peratin costs 0 Total et interest on net eine eneit liaility et income eore taation 0 0

Taation et income or the year ther comprehensie income 0 0 emeasurement o eine eneit liaility Total comprehensie net income or the year 0 ll ncome an peniture relates to continuin actiities

The notes on paes to orm part o these accounts

0 0

The nlish ports ouncil ational ottery istriution un ccounts or the year ene March 0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 100 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 0 £’000 £’000

0 00

0 0 0

0

0

0 0

0 0

0

0 0

0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 101

0 0 0 0 £’000 £’000 £’000 £’000 £’000 0 0 0 0 0 0 00 00 0 0 0 0 0 0 0 0 0 00 0 0 00

0 0

0 0 0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 102

0 £’000 £’000 £’000

0 0

00 00 0 0

0 0 0 0 0 0

0

0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 103

ll other incoe is accounted for on an accruals reibursed throughout the year by Lottery and basis net of any outstanding balance at the yearend is reflected as a payable balance in the Lottery rants accounts ith a corresponding receivable balance in the Echeuer accounts he rant aards are accounted for as ependiture in apportionent of ependiture is calculated using the Stateent of coprehensive net incoe and etrics derived from the organisation’s annual until paid as liabilities in the Stateent of 0 business planning process unless the costs are financial position if they eet the definition of considered to be entirely Echeuer or Lottery liabilities in S as a legal or constructive related he resulting cost allocations are subect obligation to annual revie by the Eecutive ea rant aards hich do not eet the definition of he current ethodology calculates charges on a liabilities are not included in ependiture in the full cost recovery basis in accordance ith 00 Stateent of coprehensive net incoe but are Treasury’s Managing Public Money. disclosed as contingent liabilities in note hese are aounts hich the oard or the rade receivables relevant delegated authority have agreed to rade receivables are recognised at fair value consider at a future date subect to the reuired less a provision for any specific ipairent conditions being et Sport England’s Lottery distribution activities provision for the ipairent of trade oncash grants receivables is established hen there is obective oncash grants are services procured by Sport evidence that Sport England ill not be able to England fro third parties for the benefit of other collect all aounts due in accordance ith the organisations ie the service provider is only the original ters of the receivables deliverer and not the end recipient of the grants ash and cash euivalents and here ash and cash euivalents include cash in hand • Sport England is not the beneficiary of the and deposits held at call ith coercial bans goods andor services rade and other payables • he substance of the procureent is directly in line with Sport England’s strategic rade and other payables are recognised at fair priorities value Sport England’s share of proceeds is recognised • he goods andor services do not fall ithin aation any of Sport England’s statutory planning or adinistration functions Sport England Lottery is registered for as 00 oncash grants are recognised in the Stateent part of Sport England’s VAT registration, however of coprehensive net incoe hen the services does not undertae any business activities for contracted for are provided to the beneficiary of purposes is not recoverable on any of the noncash grant its operational ependiture ther ependiture orporation a orporation ta is payable on ban interest Staff costs are recognised as an epense at the received net of ban charges and other incoe tie that the organisation is obligated to pay derived fro trading activities the and include the cost of any recorded 0 untaen leave at the end of the financial year nvestent incoe generated on balances held and invested by the NLDF on Sport England’s 0 osts relating to Sports developent and behalf is not taable perating costs are epensed in the year in hich they are incurred ost Lottery ependiture on Staff Sports developent and perating costs is initially funded by Echeuer Sport England is reuired 0 to apportion ependiture beteen its Echeuer and Lottery activities ounts used by Echeuer to initially fund Lottery activities are

0 0 he English Sports ouncil ational Lottery istribution und ccounts for the year ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 104 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

ll other incoe is accounted for on an accruals reibursed throughout the year by Lottery and basis net of any outstanding balance at the yearend is reflected as a payable balance in the Lottery rants accounts ith a corresponding receivable balance in the Echeuer accounts he rant aards are accounted for as ependiture in apportionent of ependiture is calculated using the Stateent of coprehensive net incoe and etrics derived from the organisation’s annual until paid as liabilities in the Stateent of business planning process unless the costs are financial position if they eet the definition of considered to be entirely Echeuer or Lottery liabilities in S as a legal or constructive related he resulting cost allocations are subect obligation to annual revie by the Eecutive ea rant aards hich do not eet the definition of he current ethodology calculates charges on a liabilities are not included in ependiture in the full cost recovery basis in accordance ith Stateent of coprehensive net incoe but are Treasury’s Managing Public Money. disclosed as contingent liabilities in note hese are aounts hich the oard or the rade receivables relevant delegated authority have agreed to rade receivables are recognised at fair value consider at a future date subect to the reuired less a provision for any specific ipairent conditions being et provision for the ipairent of trade oncash grants receivables is established hen there is obective oncash grants are services procured by Sport evidence that Sport England ill not be able to England fro third parties for the benefit of other collect all aounts due in accordance ith the organisations ie the service provider is only the original ters of the receivables deliverer and not the end recipient of the grants and here ash and cash euivalents ash and cash euivalents include cash in hand • Sport England is not the beneficiary of the and deposits held at call ith coercial bans goods andor services • he substance of the procureent is directly rade and other payables in line with Sport England’s strategic rade and other payables are recognised at fair priorities value • he goods andor services do not fall ithin aation any of Sport England’s statutory planning or adinistration functions Sport England Lottery is registered for as oncash grants are recognised in the Stateent part of Sport England’s VAT registration, however of coprehensive net incoe hen the services does not undertae any business activities for contracted for are provided to the beneficiary of purposes is not recoverable on any of the noncash grant its operational ependiture ther ependiture orporation a orporation ta is payable on ban interest Staff costs are recognised as an epense at the received net of ban charges and other incoe tie that the organisation is obligated to pay derived fro trading activities the and include the cost of any recorded untaen leave at the end of the financial year nvestent incoe generated on balances held and invested by the NLDF on Sport England’s osts relating to Sports developent and behalf is not taable perating costs are epensed in the year in hich they are incurred ost Lottery ependiture on Staff Sports developent and perating costs is initially funded by Echeuer Sport England is reuired to apportion ependiture beteen its Echeuer and Lottery activities ounts used by Echeuer to initially fund Lottery activities are

he English Sports ouncil ational Lottery istribution und ccounts for the year ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 105

. Pensions assets in ecess of interest, is recognised ational otter istribution und immediately in the Statement of financial position Defined contribution scheme and in ther comprehensive income. Payments are recognised as an epense when £’000 £’000 employees have rendered service entitling them The resulting pension liability or asset is shown in

to the contributions. the Statement of financial position and is apportioned between Echeuer and Lottery alance at pril , , Defined benefit scheme activities based on the combination of the historic A defined benefit scheme is a postemployment rate of Echeuer and Lottery and the Share of proceeds , , benefit plan. Sport England’s net obligation in current year corporate average cost allocation as nvestment returns , respect of defined benefit plans is calculated by determined by the methodology in note .. unds drawn down , , estimating the amount of future benefits that ational otter istribution und , , employees have earned in return for their service . se of estimates and udgement in the current and prior periods. That benefit is The preparation of the financial statements discounted to determine its present value. alances held in the ational otter istribution und remain under the stewardship of the Secretar reuires management to mae udgements, of State for igital, ulture, edia and Sport. owever, the share of these balances attributable to The pension liabilities and assets of the defined estimates and assumptions that affect the Sport England is as shown in the accounts and, at the Statement of financial position date, has been benefit scheme are recorded in accordance with application of the accounting policies and the certified b the Secretar of State for igital, ulture, edia and Sport as being available for AS which measures the value of reported amounts of assets, liabilities, income distribution b Sport England in respect of current and future commitments. pension assets and liabilities at the Statement of and ependiture. Actual results may differ from financial position date, determines the benefits the estimates used. unds are drawn down from the in order for Sport England to meet paments due to award accrued in the year, and the interest on the recipients and suppliers. Estimates and assumptions are reviewed on an scheme’s assets and liabilities. This valuation is ongoing basis. evisions to accounting estimates apital sums are distributed in accordance with the provisions of the ational otter etc. ct as undertaen by an independent actuary. are recognised in the period in which the amended. nvestment returns are apportioned on the basis of the percentage share of the at The value of the benefits accrued during the year estimates are revised and in any future periods the time the interest is received. current service costs, past service costs, affected. curtailments and settlements are recognised in Estimates are made in relation to the pension the Statement of comprehensive net income scheme defined benefit plan assets and liabilities ther income within staff costs. which determine the scheme’s deficit position, The net interest epense on the net defined and for the profiling of the future periods when £’000 £’000 liability is shown in the Statement of grants payable fall due for payment. comprehensive net income. ig otter ward contribution , . Accounting standards that have been External funding income The scheme’s administration expenses are issued but not adopted ctive ives surve recharges shown in the Statement of comprehensive net “This Girl Can” income income within operating costs. emeasurement There are no accounting standards that have ther recharges of the net defined benefit liability which comprises been issued that have not been applied to these Total , , actuarial gains and losses and returns on plan accounts.

ontribution to the otentials and pportunities olunteering funds

The English Sports ouncil National Lottery Distribution Fund Accounts for the year ended March The English Sports ouncil ational otter istribution und ccounts for the ear ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 106 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

ational otter istribution und £’000 £’000

alance at pril , ,

Share of proceeds , , nvestment returns , unds drawn down , , ational otter istribution und , ,

alances held in the ational otter istribution und remain under the stewardship of the Secretar of State for igital, ulture, edia and Sport. owever, the share of these balances attributable to Sport England is as shown in the accounts and, at the Statement of financial position date, has been certified b the Secretar of State for igital, ulture, edia and Sport as being available for distribution b Sport England in respect of current and future commitments. unds are drawn down from the in order for Sport England to meet paments due to award recipients and suppliers. apital sums are distributed in accordance with the provisions of the ational otter etc. ct as amended. nvestment returns are apportioned on the basis of the percentage share of the at the time the interest is received.

ther income £’000 £’000

ig otter ward contribution , External funding income ctive ives surve recharges “This Girl Can” income ther recharges Total , ,

ontribution to the otentials and pportunities olunteering funds

The English Sports ouncil ational otter istribution und ccounts for the ear ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 107

Grans mae rs ln ss 0 0 0 0 £’000 £’000 £’000 £’000

Grans mae in he ear 0 Gran rra sr ss Gran ecommimens al lir e rans mae naii

Chilrn an n l cie nironmens ass ars Chilren an on eole 0 ailiis ecreasin nacii Cr ar 0 eman e Cahinrr 0 ncreasin cii hr eaershi an Goernance 0 Tal 0 o ocioeconomic Gros

aearin 0 hr srs ln ss Talen 0 00 al 0 olneerin 0 asrn srs 0 0 omen 0 sarh her 0 ailiis ris an sr ecommimens lannin aa an ian 0 Toal Cniains

hr ss 0 The heains or 0 hae een chane o relec he crren siness reorin sraeic riori rrral T 0 There is no chane o he areae oal o rans Tal

oncash rans Tal

0 0 £’000 £’000 rs ln ss is nir hih ais r h ln sr hr rain inras rniis a ar in sr r hsial aii r h lal ni

Cl aers iance an sor or rnnin a cl 0 Creaie asses o he “This Girl Can” camain 0 Toal 0

a coss

0 0 £’000 £’000

ermanen an ie erm sa

aes an salaries ocial secri coss ension coss 0 Toal 0 enc sa

Toal sa coss 0 0

The nlish ors Concil aional oer isriion n ccons or he ear ene arch 0 0 Th nlish rs Cnil ainal r isriin n ns r h ar n arh 0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 108 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

rs ln ss 0 0 £’000 £’000

Gran rra sr ss al lir naii Chilrn an n l ass ars ailiis Cr ar 0 Cahinrr 0 hr Tal 0

hr srs ln ss al 0 asrn srs 0 0 sarh ailiis ris an sr lannin aa an ian 0 Cniains hr ss 0 rrral T 0 Tal

Tal

rs ln ss is nir hih ais r h ln sr hr rain inras rniis a ar in sr r hsial aii r h lal ni

Th nlish rs Cnil ainal r isriin n ns r h ar n arh 0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 109

rade and oter aaes 0 0 0 0 £’000 £’000 £’000 £’000

ort nand rantinAid 0 Auditor’s remuneration 0 0 rade aaes Aruas 0 0 ota 0 rants aae 00 0 0 £’000 £’000 rants aae at Ari 0 0 rants aid durin te ear rant deommitments rants made in te ear 0 rants aae at ar 0 0 0 Amounts due durin 0 inania ear Amounts due durin 00 inania ear 0 Amounts due durin 0 inania ear £0000 0 £0000 Amounts due durin 0 inania ear 0 Amounts due durin 0 inania ear 0

rants aae at ar 0 0 0 0 rant ommitments aae in more tan one ear amount to £ miion 0 £0 miion e £’000 £’000 allocation of commitments over the financial years is based on management’s latest assessment of the ie timin o as aments ese assumtions are eriodia reieed and udated e 0 assumtions tae into aount tat a numer o tese aards oer u to our ears o reenue undin i is aid oer te eriod o te aard

0 ontinent iaiities 0 0 rant ommitments £’000 £’000 ontinent iaiities amountin to £ miion 0 £ miion omrise o rant ommitments ere te onditions o te undin remain under te ontro o ort nand ensions ension iaiities are disosed in ote o tese inania statements is disosure maes no aoane or te imiation o a reent ourt o Aea udement i reated to ae disrimination itin te e udiia ension eme and suseuent unertaint o o tis udement ma affect London Pension Fund Authority (LPFA) members’ past or future service benefits. 0 0 £ arnett addinam ere instruted to undertae auations to estimate te ossie imat o an amendments tat ma e reuired as a resut o tis udement and to onsider te ossie imat on

te nternationa Aountin tandard A disosure reared or ort nand as at ar

0 i as reared tem in reset o ension eneits roided te A to emoees

o ort nand

e nis orts ouni ationa otter istriution und Aounts or te ear ended ar 0 0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 110 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

rade and oter aaes 0 0 £’000 £’000

ort nand rantinAid 0 rade aaes Aruas 0 ota

rants aae 0 0 £’000 £’000

rants aae at Ari 0 0 rants aid durin te ear rant deommitments rants made in te ear 0 rants aae at ar 0 0

Amounts due durin 0 inania ear Amounts due durin 00 inania ear 0 Amounts due durin 0 inania ear Amounts due durin 0 inania ear 0 Amounts due durin 0 inania ear 0

rants aae at ar 0 0 rant ommitments aae in more tan one ear amount to £ miion 0 £0 miion e allocation of commitments over the financial years is based on management’s latest assessment of the ie timin o as aments ese assumtions are eriodia reieed and udated e assumtions tae into aount tat a numer o tese aards oer u to our ears o reenue undin i is aid oer te eriod o te aard

ontinent iaiities rant ommitments ontinent iaiities amountin to £ miion 0 £ miion omrise o rant ommitments ere te onditions o te undin remain under te ontro o ort nand ensions ension iaiities are disosed in ote o tese inania statements is disosure maes no aoane or te imiation o a reent ourt o Aea udement i reated to ae disrimination itin te e udiia ension eme and suseuent unertaint o o tis udement ma affect London Pension Fund Authority (LPFA) members’ past or future service benefits. arnett addinam ere instruted to undertae auations to estimate te ossie imat o an amendments tat ma e reuired as a resut o tis udement and to onsider te ossie imat on te nternationa Aountin tandard A disosure reared or ort nand as at ar 0 i as reared tem in reset o ension eneits roided te A to emoees o ort nand

e nis orts ouni ationa otter istriution und Aounts or te ear ended ar 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 111

ontingent Liabilities (continued) ension liabilities continued arnett addingham have estimated that the impact on the total liabilities at arch 0 ould be 0. of liabilities (hich euates to £0) and the impact on the proected service cost for the year Employer contributions to schemes to arch 00 ould be . of the service cost (hich euates to £).

ll igures in £’000s Pension liabilities Employer contributions port ngland has a defined benefit scheme ith the London Pension Fund Authority (LPFA) hich Contributions to pension schemes as closed to ne members on 0 eptember 00. port ngland also operates a roup Personal Employer contributions Pension Plan (PPP) defined contribution scheme hich is available to employees ho commenced euired additional contributions service from ctober 00 onards. otal contributions to pension schemes efined benefit LPFA scheme port ngland is one of a large number of employers hose staff participates in the scheme hoever nternational ccounting Standard S Employees eneits reuires the disclosure o the information given in this note relates only to port ngland Lottery. additional information, in respect of the Sport England’s superannuation scheme. The information has he scheme is funded by employee and employer contributions at actuarially determined rates based been provided by the LPFA’s consulting actuaries. he actuaries have not made separate valuations or on current members. Additional employer contributions are paid into the scheme to reduce the deficit as the Sport England Echeuer and ottery liabilities he apportionment o the liability between advised by the scheme’s actuaries based on triennial valuations, the most recent triennial valuation Echeuer and ottery is set out in the accounting policies note being arch 0. port ngland ill mae additional voluntary contributions to the scheme here the funding is available to do so. he ollowing inormation relates to the scheme as a whole Under Sport England’s management agreement with its sponsoring department DCMS all assets and liabilities on the defined benefit scheme ill be passed to a successor body if port ngland ere to be Employer membership statistics ound up. f there as no successor body then the assets and liabilities ould revert to . umber Salariesensions verage age he tables belo sho employee contribution rates and employer contributions for 0 and 0 and £’000 those that are epected to be made in 00 for the Lottery portion of the scheme ctives , Deerred pensioners , mployee contribution rates ensioners , Ununded pensioners 0 salary range 0 0 salary range 0 epresents membership data as at March receiving unded and ununded beneits Less than £00 . Less than £00 . £0£000 . £0 £00 . £00 £00 . £0 £00 . inancial assumptions epressed as weighted average £0 £00 . £0 £00 . £0 £00 . £0 £000 . £0 £00 . £00 £000 . per annum per annum per annum £0 £000 0. £00 £000 0. £00 £00 . £00 £00 . rice increases – ver £0 . ver £0 . rice increases – C Salary increase ension increase Discount rate

ie epectancy assumptions rom age ears ears

etiring today Male emale etiring in years Male emale

he nglish ports ouncil ational Lottery istribution Fund Accounts for the year ended arch 0 he English Sports Council ational ottery Distribution und ccounts or the year ended March

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 112 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

ension liabilities continued

Employer contributions to schemes ll igures in £’000s

Employer contributions Contributions to pension schemes Employer contributions euired additional contributions otal contributions to pension schemes

nternational ccounting Standard S Employees eneits reuires the disclosure o additional information, in respect of the Sport England’s superannuation scheme. The information has been provided by the LPFA’s consulting actuaries. he actuaries have not made separate valuations or the Sport England Echeuer and ottery liabilities he apportionment o the liability between Echeuer and ottery is set out in the accounting policies note

he ollowing inormation relates to the scheme as a whole

Employer membership statistics

umber Salariesensions verage age £’000

ctives , Deerred pensioners , ensioners , Ununded pensioners

epresents membership data as at March receiving unded and ununded beneits

inancial assumptions epressed as weighted average

per annum per annum per annum

rice increases – rice increases – C Salary increase ension increase Discount rate

ie epectancy assumptions rom age ears ears

etiring today Male emale etiring in years Male emale

he English Sports Council ational ottery Distribution und ccounts or the year ended March

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 113

Pension liabilities continued

The folloing information relates to the Lottery portion of the scheme only 0 0 Statement of financial position disclosure £’000 £’000 0 0 0 £’000 £’000 £’000 Present value of funded liabilities , ,0 , 0 0 Fair value of employer assets ,0 , , 0 Present value of unfunded liabilities , ,0 , et liability in the Statement of financial position , , ,0 0 Liabilities ,0 , , Assets ,0 , , 0 et liability in the Statement of financial position , , ,0 0

The maor categories of plan assets as a percentage of total plan assets 0 0 0 0 £’000 £’000 £’000 £’000

Euities , , Target return portfolio , , nfrastructure ,0 , Property , , ash , ,0 0 Total ,0 00 , 00 0 Amounts recognised in the Statement of comprehensive net income 0 0 £’000 £’000 £’000 £’000 £’000

Service cost 0 et interest on the net defined benefit liability 0 00 00 Administration epenses 0 Total , ,0

0 00 00 emeasurements in ther comprehensive income 0 0 0 0 £’000 £’000 0 00 0 eturn on plan assets in ecess of interest , 0 hange in demographic assumptions ,0 hange in financial assumptions , , Total emeasurement credit , ,

0

The English Sports ouncil ational Lottery istribution Fund Accounts for the year ended arch 0 0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 114 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

0 0 £’000 £’000

0 0 0 0 0 0

0 0 £’000 £’000

0 0

£’000 £’000 £’000

0 00 00 0

0 00 00 0 0

0 00 0 0

0

0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 115

0 £ 0 £0000 0 0 £

a current or past interest relating to Sport England’s Exchequer funding. • 0 • 0 • 0 • 0 0 0 0 0 £ £ £ £

0

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 116 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

elated part transactions continued

ards ards Supplier npaid ade in unpaid at transactions Supplier arch in transactions elationship at arch

he English Sports ouncil ational otter istriution und ccounts for the ear ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 117

elated part transactions continued eriaties and other financial instruents ards ade ards Supplier npaid Sport England otter relies on its share of proceeds fro the ational otter ith soe partnership in unpaid at transactions Supplier funding to finance its operations. tes such as trade receiales and trade paales arise fro its arch in transactions operations. Sport England does not enter into deriatie transactions. elationship at arch Sport England otter undertaes all transactions in ound Sterling and therefore has no currenc exchange ris. Sport England does not enter into an forard foreign currenc contracts or siilar financial instruents. Sport England otter does not orro one and therefore has no exposure to interest rate or liquidit ris in this regard. ash alances are held in a coercial an account and attract aret rates of interest. iquidit riss he ul of the financial assets of Sport England otter are held the . he oard recognises that their grant coitents and other paales exceed the alue of funds in the Lisa O’Keefe . oeer the oard considers that Sport England is not exposed to significant liquidit riss as the are satisfied that Sport England ill hae sufficient liquid resource to coer all liel grant paents and other liailities in the coing ear. f there as a longter decline in otter incoe the oard ould adust its annual grant udgets to copensate for the decline. Eents after the reporting period here ere no post alance sheet eents eteen the ear end and hen the accounts ere authorised for issue on the date the optroller and uditor eneral certified the accounts. he financial accounts do not reflect eents after this date.

he English Sports ouncil ational otter istriution und ccounts for the ear ended arch he English Sports ouncil ational otter istriution und ccounts for the ear ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 118 the english sports council grant-in-aid consolidated accounts for the year ended 31 march 2019

eriaties and other financial instruents Sport England otter relies on its share of proceeds fro the ational otter ith soe partnership funding to finance its operations. tes such as trade receiales and trade paales arise fro its operations. Sport England does not enter into deriatie transactions. Sport England otter undertaes all transactions in ound Sterling and therefore has no currenc exchange ris. Sport England does not enter into an forard foreign currenc contracts or siilar financial instruents. Sport England otter does not orro one and therefore has no exposure to interest rate or liquidit ris in this regard. ash alances are held in a coercial an account and attract aret rates of interest. iquidit riss he ul of the financial assets of Sport England otter are held the . he oard recognises that their grant coitents and other paales exceed the alue of funds in the . oeer the oard considers that Sport England is not exposed to significant liquidit riss as the are satisfied that Sport England ill hae sufficient liquid resource to coer all liel grant paents and other liailities in the coing ear. f there as a longter decline in otter incoe the oard ould adust its annual grant udgets to copensate for the decline.

Eents after the reporting period here ere no post alance sheet eents eteen the ear end and hen the accounts ere authorised for issue on the date the optroller and uditor eneral certified the accounts. he financial accounts do not reflect eents after this date.

he English Sports ouncil ational otter istriution und ccounts for the ear ended arch

The English Sports Council National Lottery Distribution Fund Accounts for the year ended 31 March 2019 performance report 119 Sport England 21 Bloomsbury Street London WC1B 3HF CCS0219624484 www.sportengland.org 978-1-5286-1053-7