WEB_SportEngland_AR_2016-17

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Sport England’s workers have always worked collectively and collaboratively to achieve the organisation’s objectives, but a new remit and focus requires a different structure. Structural change will not be enough in itself. We also need adapt the way we work to support a more flexible, matrix style culture. This will also be a key focus of 2017-18. Over the last 12 months we have developed, in consultation with our workforce, a new structure more focused on our audiences underpinned by areas of specialist expertise and the essential back office services to ensure the organisation operates efficiently and effectively. This will be implemented in phases throughout 2017-18. PLANNED ORGANISATIONAL STRUCTURE 2017-21 Inactivity Mass Markets Core Market Children & Young People Mike Diaper OBE Dave Newton Phil Smith Mike Diaper OBE Supported by Facilities & Planning Charles Johnston Insight Lisa O’Keefe Workforce Phil Smith` Local Delivery Mike Diaper OBE CEO’s Office Corporate Services Rona Chester Jennie Price CBE Accountability Report
GOVERNANCE STATEMENT 2016-17 OVERVIEW As Accounting Officer, it is fundamental to my responsibilities to manage and control the resources that Sport England uses. This statement, which covers both our Exchequer and Lottery funding, explains how I do that, supported by our Chair, our Board, the Audit, Risk and Governance Committee and the Executive Group. Collectively, we work to ensure that effective governance and risk management processes and practices are in place and that they operate as intended. OUR GOVERNANCE FRAMEWORK Sport England was established on 19 September 1996 by Royal Charter as a non-departmental public body (NDPB) of the Department for Culture, Media and Sport. Accountability to Ministers is managed through the usual control mechanisms for NDPBs in accordance with a Management Agreement agreed with the Secretary of State for Culture, Media and Sport. Our accounts for Grant-in-Aid and Lottery distribution are prepared separately in order to comply with the accounts directions issued by the Secretary of State. Sport England’s strategy for 2016-2021 Sport England: Towards an Active Nation was launched on 19 May 2016. The strategy sets out our ambition to help to develop a sports sector that welcomes everyone, meets their needs, treats them as individuals and values them as customers. At its heart are five outcomes: physical wellbeing, mental wellbeing, individual development, social and community development and economic development. Putting this strategy into practice to achieve these outcomes has meant that 2016-2017 has been a period of significant change for Sport England and for our partners as we transition from our previous strategy. In order to support the new way in which Sport England works to help deliver these outcomes, changes were made to our governance framework in order to ensure the right committee and accountability structure is in place to help us deliver our strategic objectives. In addition to the Audit, Risk and Governance Committee, three new Committees have been established: the Investment Committee, the Workforce Committee, and the Chairs and Remuneration Committee (previously the Terms and Remuneration Committee). Each of these Committees provides challenge and input from a non-executive perspective and, where indicated in the Terms of Reference, may have the remit to sign off individual investments. Information about the work of each Committee is provided later in this statement. The Project Committee, whose principal function was to approve and monitor major grant awards, was disbanded, with its functions now being undertaken by the Investment Committee. The Insight Forum, which was constituted as an ad hoc advisory group (alongside Sport England’s insight function) to offer insight, market development and communications guidance, was disbanded as the insight approach has become embedded in the culture of the organisation and forms an integral part of decision making. 45
Page 1: ANNUAL REPORT & ACCOUNTS HC88 THE E
Page 4 and 5: MOVING FORWARD CHAIR’S FOREWORD P
Page 6 and 7: performance report MOVING MATTERS E
Page 8 and 9: MOVING MONEY WISELY OUR INVESTMENT
Page 10 and 11: FINANCIAL OVERVIEW Our income Durin
Page 12 and 13: MOVING WITH NEW FOCUS IT’S BEEN A
Page 14 and 15: Safeguarding sports provision One o
Page 16 and 17: performance analysis MOVING INTO CH
Page 18 and 19: Children and young people A person
Page 20 and 21: MOVING TO SUPPORT THOSE ALREADY ACT
Page 22 and 23: TAKING PART Over the last 12 months
Page 24 and 25: Local delivery The central principl
Page 27 and 28: Volunteering - a dual benefit Witho
Page 29 and 30: Making it easy for people to find o
Page 31 and 32: 31
Page 33 and 34: WORKING EFFICIENTLY There are a num
Page 35 and 36: OTHER FINANCIAL INFORMATION EQUITY
Page 37 and 38: Board Members’ remuneration Board
Page 39 and 40: Subject to audit Salary Bonus payme
Page 41 and 42: STAFF COSTS, NUMBERS AND COMPOSITIO
Page 43: THE PEOPLE THAT MOVE SPORT ENGLAND
Page 47 and 48: SUBSIDIARIES The Sports Council Tru
Page 49 and 50: Sport England Strategy Ensuring del
Page 51 and 52: OTHER GROUPS Sport England has an E
Page 53 and 54: Developing and implementing the Cod
Page 55: BOARD AND COMMITTEE ATTENDANCE Name

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