Memorandum submitted by Sport England
REFORM OF THE NATIONAL LOTTERY
INTRODUCTION AND
EXECUTIVE SUMMARY
1. Sport England's vision is clearto
make England the most active and successful sporting nation in
the world. This is a vision shared by all of sport. It is a vision
that can only be achieved with continuing funding provided through
the National Lottery.
2. Sport makes a major contribution to society
in policy areas such as health, education, quality of life, tackling
crime and social inclusion. It inspires people continually to
challenge themselves to achieve personal bests, both in sport
and in other areas of their lives.
3. Game Plan[5],
published in December 2002, sets the Government's forward agenda
for sportto increase and widen the base of participation
in sport and to achieve success on the international stage. As
the Agency with the strategic lead for sport in this country Sport
England has a key role to play in delivering this agenda, and
in particular the achievement of the two key targets:
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". . . Increasing significantly levels of sport and physical activity with the target of achieving 70% of the population as reasonably activedefined as participating in 30 minutes of moderate exercise five times a weekby 2020".
| ". . . British and English teams and individuals to sustain rankings within the top five, particularly in more popular sports".
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4. These challenges cannot be met through Lottery funding
alone. For example, we have estimated that £550 million is
needed over the next five years to bring the condition of the
£4.5 billion stock of local authority owned sports centres
to a good and acceptable standard[6].
But they will not be met without the continued support that Lottery
funding provides. We welcome, therefore, the commitment in the
Decision Document that sport will remain a Lottery good cause.
This will allow us to develop our strategy and operations through
to meet the challenges of staging a successful Olympic and Paralympic
Games in 2012, and achieving the Game Plan targets for 2020.
5. In the last 12 months we have radically revised our
strategic focus and operating model to create the conditions for
success:
New vision for sport: making England an active
and successful sporting nation.
New role for Sport England: strategic lead
for sport in England.
New focus on the customer in setting priorities
for action.
New, streamlined application and funding process.
New, more efficient Sport England, cutting
bureaucracy and saving £40 million for direct investment
in sport over the next five years.
Total investment in sport
6. The challenges we face are significant. But there
are good foundations in place. Lottery investment has already
made an indispensable contribution to sport in England. Since
its introduction, Sport England has awarded over £1.9 billion
to a range of sports projects across the country, projects which
would not have progressed without lottery support. These projects
have helped to transform the sporting landscape, improving the
quality of life for individuals and communities.
Figure 1Sport England Lottery Investment
|
Total investment | £1,943,759,044
|
Partnership investment | £1,389,603,779
|
Number of counties | All
|
Number of sports covered | 67
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*In addition to this funding, there have been 18,255 Awards
for All grants targeting sport, totalling £65,064,778
7. This £1.9 billion investment has helped generate
a further £1.4 billion of partnership fundinga 71%
addition which may have been lost to sport without the stimulus
of the Lottery investment. And this partnership funding does not
take into account the longer-term investment commitment from partners
in running and maintaining facilities and activities.
A balanced fund
8. Increasingly, we have taken a strategic approach to
the allocation of Lottery funding. We have balanced funding for
community sport with funding for elite sport; we have achieved
a national spread combined with targeting funding at need; and
we have provided funding that supports smaller, local projects
often run by new or inexperienced groups, alongside funding for
larger projects frequently delivered by long-standing agencies.
Community and Elite Sport
Figure 2Community and World Class funding totals
|
Funding stream | Total number of grants
| Total amount awarded |
|
Community* | 4,209
| £1,707,325,376 |
World Class | 551
| £236,433,668 |
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*In addition to this funding, there have been 18,255 Awards
for All grants targeting sport, totalling £65,064,778
9. Since the introduction of the Sport England Lottery
Fund, we have allocated over 85% of funding to community projects.
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Woolfardisworthy Sports and Community Hall in Devon was awarded £885,706 (83% of the total cost). The hall is the focus of the local community, providing a base for a range of sporting opportunities and essential community services. There has been a 690% increase in usage for sporting activities since the hall has been completed, with the largest growth being in the engagement of young people in activities.
Where previously there was no structured junior football, junior membership now stands at 70 in a village of less than 1,000 inhabitants, and the number of qualified coaches has increased from two to seven. Where previously there was no tennis on offer, there are now 30 adults, 20 juniors and one qualified coach. Taster sports have also been introduced in basketball, badminton, table tennis and tag rugby.
Significantly, the facility has been developed on environmentally sound principles where the running costs are a quarter of the costs categorised as good by BRE. This saving is reflected in lower user charges that assist participation rates.
| The Sydney Olympics were the highly successful culmination of four years' investment in World Class Performance Plans. With a team dominated by English athletes, Great Britain brought home 28 medalsincluding 11 goldsacross a broad range of sports, the best gold medal haul for 80 years. The Paralympics at Sydney saw Great Britain's best ever showing, second in the medal table behind hosts Australia.
This success continued at the Manchester 2002 Commonwealth Games, where Team England surpassed expectation with a final medal tally of 54 Gold out of a total of 165. This represents an increase of 18 Gold and 29 medals in total compared to Kuala Lumpur in 1998, and reduced the Gold medal gap between Australia and England from 44 to 28.
In addition to those athletes who had benefited from Sport England's and UK Sport's main elite funding programmes, Sport England provided additional lottery funding of £3.5 million that was specifically targeted at individual sports and athletes for the Commonwealth Games. This funding contributed to 19 of the Gold medal performances and 57 of the overall medals won.
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10. We will continue to allocate our funding to deliver
against both the Community and Elite objectives for Sport. We
are developing a strategic funding route to help people to start,
stay and succeed in sport at every level.
National spread and targeting need
11. We have sought to achieve a geographic spread, but
with a clear focus on addressing need and inequity in access to,
and participation in, sport.
Figure 3aAll Community Funding by region
|
Region* | Total grants
| Award Amount | % regional award
compared to total
| % regional share
of total
population
|
| | £
| % | %
|
|
East Midlands | 407
| 121,568,979 | 9.0
| 8.5 |
Eastern | 494
| 124,933,171 | 9.3
| 11.0 |
London | 336
| 181,566,981 | 13.5
| 14.6 |
North East | 202
| 96,982,751 | 7.2
| 5.1 |
North West | 537
| 170,191,604 | 12.6
| 13.7 |
South East | 769
| 222,559,381 | 16.5
| 16.3 |
South West | 625
| 175,250,852 | 13.0
| 10.0 |
West Midlands | 354
| 106,933,033 | 7.9
| 10.7 |
Yorkshire | 436
| 147,449,117 | 10.9
| 10.1 |
Total regional | 4,160
| 1,347,435,869 |
| |
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*In addition to these awards there have been 19 Multi-Regional
awards totalling £17,413,310 and 30 National awards totalling
£342,476,197
Figure 3bCommunity Capital Funding within Priority
Areas
|
Region | No. of awards within
PAI Areas
| Total Award within
PAI Areas
| PAI as % of total
award
|
| | £
| % |
|
East Midlands | 49
| 21,390,047 | 17.6
|
Eastern | 32
| 26,442,939 | 21.2
|
London | 65
| 92,459,707 | 50.9
|
North East | 55
| 52,442,886 | 54.1
|
North West | 116
| 58,725,656 | 34.5
|
South East | 56
| 22,609,483 | 10.2
|
South West | 115
| 44,595,273 | 25.4
|
West Midlands | 55
| 29,594,883 | 27.7
|
Yorkshire | 91
| 42,247,532 | 28.7
|
Total | 634
| 390,508,406 | 29.0
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12. Figure 3a show the allocation of funding for Community
sport by region. Figure 3b shows the funding that has been allocated
specifically to support facility development (Community Capital)
and the proportion of that funding in each region that has been
targeted at the Priority Areas Initiative (PAI)the 20%
most deprived wards in the country.
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Community Futures Fund Cornwall, received Sport Action Zone magnet funding of £50k, a 12% contribution to a total funding pot in partnership with Objective one partnership for Cornwall, Cornwall County Council, Job Centre plus, and the Voluntary Sector forum. The Futures Fund provides small grants to assist in the development of skills for employment. Sport is recognised as being important in developing self-confidence, personal skills and teamwork, skills that are top of the shopping list for employers. Gwellheans Fitter Futures project utilises sport to provide drug and alcohol abusers with an alternative way to channel their energy. It is a small project targeting 20 people, providing gym and outdoor opportunities. Initial evaluation indicates that this project is making adifference, generating sustained gym usage, development of personal skills, and confidence.
| Cleveland Riding School for the Disabled received an award for £1.4 million to provide a purpose built riding centre for the disabled. This projects provides more than just riding opportunities for the disabled: NVQs are offered in equestrian and life skill areas, the programme provides a social outlet, and there is interaction with the many volunteers who assist in running the programme. The centre sees a role for able-bodied riders in the activities it provides but nevertheless, of the 17,000 annual rides at the centre, over 15,500 are taken by riders with disabilities.
One innovative and environmentally friendly feature is the reed bed effluent ponds that have been developed that have assisted in the re-introduction of local wildlife.
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13. We will continue with, and strengthen, this approach
to our distribution of Sport England Lottery funds for community
sport. We are delegating the majority of our funding for community
sport to Regional Sports Boards. Funding will be allocated on
a formula that reflects both the population of the region and
the incidence of social deprivation. Regional Sports Boards will
be charged with using the funding to achieve the strategic outcomes
we have identified. The Boards will develop regional plans and
regional priorities through consultation and continuing engagement
with the local communities in their area, and the local and regional
partners, and collectively will identify what projects are best
placed to achieve these priorities.
Size of awards
14. The ability to support a wide range of projects,
of varying size and scope, is a key feature of the Lottery. At
the lower end of the scale relatively small awards can deliver
benefits at a local level, including attracting groups with little
or no experience of developing projects and applying for grants,
and encouraging those groups to develop and enhance their capability.
At the other end of the continuum, the Lottery provides the crucial
mechanism for supporting major transformational projects with
the ability to effect fundamental and sustainable regeneration
of communities.
Table 4Community Funding by award size
|
Award size | Grants
| Total award | % of grants in
each category
| % of award amount
in each category
|
| | £
| % | %
|
|
<£5,001 * | 175
| 655,453 | 4.2
| 0.0 |
£5,001-£10,000 | 397
| 3,019,874 | 9.4
| 0.2 |
£10,001-£250,000 | 2,575
| 177,096,426 | 61.2
| 10.4 |
£250,001-£1 million | 731
| 350,831,537 | 17.4
| 20.5 |
£1,000,001-£10 million | 316
| 755,799,162 | 7.5
| 44.3 |
>£10 million | 15
| 419,922,924 | 0.4
| 24.6 |
Total Awards | 4,209
| 1,707,325,376 |
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* Excludes the 18,255 Awards for All grants that targeted sport
totalling £65,064,778
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The Manchester 2002 Commonwealth Games, which relied on Sport England Lottery funding of £165 million was the catalyst for the regeneration of East Manchester: 6,500 jobs and £36 million of inward investment into Manchester. Sportcity, the main venue for the Games, resulted in the regeneration of a 150 acre site, the provision of new public transport links, and the creation of neighbourhood facilities.
| Debenham Village Skateboard park in Cambridgeshire was awarded £15,00060% of the total cost. This project negated the need for a local by-law to ban skateboarding in the local streets. The project was designed primarily by the young people who use the park, engendering a sense of ownership. Vandalism is not an issue and the users effectively self-manage the site, developing skills that they may not otherwise have done. A local youth offending centre also assesses the site and staff believe that behaviour of their charges has improved.
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15. We believe the Lottery should retain the capacity
to support this range of projects. One size does not fit all.
However, we do have concerns about the proposal to introduce a
micro-grants programme, reducing the lower limit on Lottery awards
below £500. There is a danger that a lottery funded micro-grants
scheme might simply become a substitute for other existing small
award schemes. We also would not wish the allocation of funding
to micro-grants to undermine our ability to fund larger, sustainable
projects providing long-term benefits.
Impact of investment in facilities
16. This range and scale of investment£1.9
billion, attracting further partnership investment of £1.4
billion, much of which may never have stayed in, or found its
way into, sport without the Lottery supporthas maintained
and developed the sporting infrastructure in England. Independent
monitoring and evaluation of 1,753 Lottery funded facilities shows
that this investment has generated significant increases in usage.
Figure 5Summary of impact of monitored Community
Capital schemes
|
Category of User | Usage before
| Usage after | Increase
| % Increase |
|
All | 12,601,193
| 30,636,316 | 18,035,123
| 143.1 |
Schemes in PAI areas | 2,238,446
| 6,086,711 | 3,848,265
| 171.9 |
Female | 1,980,807
| 6,211,759 | 4,230,952
| 213.6 |
Female U18 | 490,290
| 1,961,089 | 1,470,799
| 300.0 |
Male U18 | 730,407
| 2,886,285 | 2,155,878
| 295.2 |
Elite | 10,377
| 84,414 | 74,037
| 713.5 |
Disabled | 46,275
| 311,492 | 265,217
| 573.1 |
Ethnic Minority | 317,774
| 586,741 | 268,967
| 84.6 |
Number of coaches | 4,934
| 10,596 | 5,662
| 114.8 |
Coaching Hours | 9,860
| 18,058 | 8,198
| 83.1 |
Coach Hours U18 | 9,874
| 19,454 | 9,580
| 97.0 |
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LOOKING AHEADTHE PRIORITIES FOR LOTTERY INVESTMENT
IN SPORT
17. Whilst this investment has delivered major and vital
benefits to sport, and contributed to the achievement of wider
social outcomes, sport can achieve more. We have reviewed our
strategic objectives, and identified clear priorities for future
investment to ensure it has the greatest impact it can in those
areas most vital to the well-being of the nation, and to the achievement
of success in the international arena. We have also radically
revised our operational model, including our Lottery distribution
operations, to ensure that Sport England supports delivery of
those outcomes in the most efficient and effective way.
18. The catalyst for this re-focus has been the Game
Plan report, combined with our own research into current levels
of participation and performance, and the forces that are likely
to impact on them over the next 20 years.
Increasing participation; reducing inequalities; improving
health
19. The latest available research indicates that 30.4%
of people are physically active, meeting the Government's target
of five times a week for 30 minutes of moderate intensitythe
intensity and duration at which activity derives a health benefit.
Two-thirds achieve this through the nature of their occupation.
Of the remainder, 22% achieve the target through sport, 36% through
walking, and 42% through housework, DIY and gardening.
Figure 6Physical Activity Contributions

* Work hours from International Labour Office (40.2hrs/wk @1998)
Source: Health Survey for England 1998
20. However, there are significant inequalities in participation
in sport and active recreation. Women participate 14% less than
men; Black and Ethnic minorities participate 3% less than the
average; people on low incomes (C2DE) participate 8% less than
ABC1; and people with disabilities participate substantially less
than able-bodied people.
21. Further, over the last 20 years obesity rates have
tripled and are forecast to continue increasing. One adult in
five is clinically obese, and more than half are overweight. Sedentary
lifestyles and inactivity are resulting in poor health, and increasing
health care costs. Sport can, and must, do more to address these
problems.
Figure 7Trend in obesity amongst men and women
(BMI>30)

International performance in elite sport
22. At the elite end of the continuum, Game Plan identified
that, based on research carried out by UK Sport, the United Kingdom
ranked 3rd in the World across 60 main sports; and 10th in the
world against the 10 sports that are most important to the UK
public. The Lottery investment in elite sport, both through National
Governing Bodies and through the English Institute of Sport has
helped secure significant successes, as evidenced by both the
performance of GB teams at the Sydney Olympics and Paralympics,
and by Team England at the Commonwealth Games in Manchester. But
elite sport is becoming increasingly competitive, and investment
needs to be more robustly targeted if we are to maintain current
rankings, let alone improve them.
Developing a balanced strategy for prioritising Lottery
investment in sport
23. In order to achieve the twin targets of increasing
participation and improving our international standing in elite
sport, we are building a balanced strategy for sport, with a simple
focus.
Making England Active
Start:
Increase participation in sport in order to improve the health
of the nation, with a focus on priority groups.
Stay:
Retain people in sport and active recreation through an effective
network of clubs, sports facilities, coaches, volunteers and competitive
opportunities.
Making England Successful
Succeed:
Making sporting success happen at the highest level.
Making Sport England Effective
Internal efficiency:
Ensure that we operate and allocate our resources with maximum
effectiveness.
Customer-led planning and delivery
23. We have always placed priority on listening to, and
acting on, the views and comments of customers and partners. In
a Local Government Association (LGA) in 2003, local authorities
voted Sport England 3rd overall when asked to identify the organisations
with which they had the strongest relationshipwith 70%
reporting the relationship to be good or excellent, making Sport
England the top ranked Lottery Distributor. We run an annual customer
satisfaction survey, benchmarking our performance and identifying
the areas that customers see as most important to them, and using
this as a basis for reviewing and improving our service. We have
run a series of stakeholder focus groups to improve our funding
process. We used the analysis of nearly 1,200 different comments
to provide a strong basis to develop our new approach to managing
awards.
24. Over the last year we have sought the widest possible
input into the development of our new strategy. We have worked
with a network of independent research experts. We have run an
extensive series of interactive seminars with over 1,500 leaders
of community and elite sport, and partners in health, education,
regeneration, community development and local government. Using
the outcomes of this work, we are leading the development of a
robust national Framework, with a small number of priorities for
action sustainable over the long term, and a focus on local innovation.
25. The national Framework is taking shape. In 2004,
there will be plans in place with 20 priority sports and with
nine Regionsa bottom up approach to planning for sport
based on the needs of sport and of local communities across the
country.
Setting challenging targets
26. We will be setting a target to achieve, on average,
a 1% growth in participation annually, with the objective of achieving
50% of the population playing sport three times a week, for 30
minutes of moderate intensity, as sport's contribution to the
achievement of the Government's physical activity targets by 2020.
A "run rate" of 1% per year mirrors the best in the
world over the past two decades, based upon recent research, and
50% participation is also the suggested outcome from the regional
seminars we held in September and October 2003. We will establish
targets for reducing inequality in participation amongst priority
groups. And each priority sport will be developing targets for
world rankings and performance in sport, to achieve the vision
for England to be the best sporting nation in the world.
SPORT ENGLAND LOTTERY DISTRIBUTIONFOCUS ON PRIORITISATION
AND EFFICIENCY
27. In order to achieve this challenge, we have radically
revised our operating model, including our Lottery distribution
function, with a concentration on prioritisation and efficiency:
Clear focus on being active and successful.
All projects seeking Lottery investment will be required to demonstrate
how they will contribute towards delivery of these outcomes. All
funded projects will be required to set targets and have consistent
and meaningful performance indicators.
Moving decision-making closer to the point
of delivery, and establishing closer and more direct relationships
with customers and partners. Regional Sports Boards will have
delegated responsibility for the majority of Lottery funding for
community sport projects. They will establish Regional Plans,
in consultation with local communities and partners, and set the
regional priorities for action and investment. National Governing
Bodies for 20 priority sports will develop Whole Sport Plans,
establishing and setting the priorities for the use of Lottery
funding to support their sport's contribution to building participation,
up through a clear talent pathway, leading to elite performance.
Increased focus on innovation and delivery.
We will be encouraging applicants to develop a broad range of
projects that can achieve outcomes, rather than projects that
fit pre-determined templates. Our regional teams will actively
look to support new ways of delivering outcomes, which make sense
in the local environment, and encourage new groups and partnerships
to become involved in accessing Lottery funding, and providing
and benefiting from activities it supports.
A streamlined, clearer route into Lottery funding.
We have reduced 75 funding programmes into two funding streamsCommunity
and National. We will have a single application form. We are setting
a target of making decisions on all applications, except for the
most complex national projects, within 12 weeks. We will work
with projects to achieve a quicker turn-around from funding decision
to project completion.
A streamlined, more efficient and more effective
Sport England. We are on target to achieve Lottery operating
costs of 10% of Lottery income. We have reduced our staffing from
570 to 240. We will have the right staff, doing the right things
in the right places. We have a greater balance of staff in the
regions, supporting applicants to develop viable projects, including
identifying opportunities for partnership and funding support.
Centrally, we will work with national government and other national
agencies to create shared investment strategies to increase the
return on Lottery investment. We are placing a greater emphasis
on developing robust evidence to identify what works best, and
to share this best practice to improve the impact of all projects.
28. The majority of the changes we have made, or are
in the process of making, in developing our strategy and processes
for Lottery distribution were set in progress before the publication
of the Decision Document, but are in line with, or anticipated,
the approach set out within it.
29. We have played a lead role, and will continue to
do so, in the cross-distributor forums and projects that have
been set up to develop options and recommendations for making
improvements in areas such as involving the public more in priority
setting and decision-making; developing common practices and standards
for pre-application support and other functions; and more effective
ways of supporting and managing projects seeking funding from
more than one distributor. We will also continue to play a full
role on the National Lottery Promotion Unit, identifying ways
to promote the role the Lottery plays in supporting the Good Causes.
30. There are two specific issues on which we would wish
to make comment.
The merger of the New Opportunities Fund and the Community
Fund: maintaining sector specific expertise
31. We have no substantial comments on the principle
of establishing a new Lottery distributor, through the merger
of the Community Fund and the New Opportunity Fund. We agree that
there is merit in the new Distributor taking on a role to lead,
in collaboration with other Distributors, development of improvements
that can be made to a number of areas of Lottery distribution
process and in some cases managing particular functions.
32. We have strong concerns about giving the new distributor
a formal role to manage all major cross-cutting capital and/or
transformational projects, particularly where the new distributor
is not a funder, or is the minor funder. Distributors should always
be seeking to identify ways in which they, and the partners and
applicants they work with to deliver major capital projects, can
improve the planning and delivery of those projects. A key element
of this will be sharing experience and expertise with other distributors
(and indeed with other parties who are not Lottery Distributors).
There is scope for this to be done in a more structured way and
there is some logic in suggesting that the new distributor might
be the suitable "home" for a centre of excellence, advice
and shared expertise.
33. However, it is difficult to see what, if any, benefit
will accrue to any project and applicant from the new distributor
taking on the lead role. Expertise and efficiency go hand in hand.
We believe that our expertise and our close working relationship
with sport mean that we can be more efficient and effective in
the distribution of funding, and securing matched funds, for sport.
34. With the exception of any expertise and experience
it will inherit through the Millennium Commission, the new distributor
will have a very limited track record in delivering major capital
projects. And it will be some time before it is likely to have
developed any such experience and expertise. More fundamentally,
major capital and transformational projects require specific and
direct expertise relevant to the main sector or sectors in which
they are located. This is clear from our experience in supporting
projects such as the Manchester Commonwealth Games, including
the development of Sport City and the Manchester Aquatics centre,
and a range of other major projects such as the Nottingham Ice
Rink.
35. We believe that it would be more appropriate to establish
a protocol that ensures that applicants have a clear and single
route into the appropriate lead distributor, who will be responsible
for co-ordinating all decision-making, information requests, provision
of advice and guidance, and supporting and monitoring delivery.
2012 Olympic and Paralympic Bid
36. Sport England is totally committed to efforts to
win the Olympic and Paralympic Games for Great Britain in 2012,
and to making those games an outstanding success, with a legacy
that will last long after the final medal is won. The Commonwealth
Games in Manchester clearly demonstrated the enormous impact that
staging a major event can have, at a national, regional and individual
level. This impact extends far beyond the confines of sport.
37. We are supportive of the development of new Lottery
Olympic games, which will help to fund a first class Olympic event.
Nonetheless, we are concerned about the potential impact that
the proposals for funding the Games could have on Sport England's
wider remit. Sport England has directly earmarked some £158
million of its lottery resources for bid and games preparation
between 2004-05 and 2008-09including £40 million towards
the development of a multi-sport centre in East London that will
incorporate the Olympic aquatics facilities. Our current planning
is based on a five-year financial plan through to 2009, and our
plans have yet to be developed beyond that point. We would envisage
developing a strategic and financial framework through to a potential
London Olympics in 2012, and working towards achieving the targets
for 2020.
38. We have further estimated the impact on Sport England's
revenue in terms of redirected ticket sales arising from the introduction
of new lottery Olympic games to be £56.6 million over the
same period, based on the latest assumptions provided by the DCMS.
In effect, this would bring our true total funding contribution
to £214.45 million. (We are also developing planning scenarios
assuming higher and lower redirection of ticket sales arising
from the introduction of the new games). The Horserace Betting
and Olympic Lottery Bill also establishes the option for a further
call to be made against good cause proceeds, should additional
funding be required, through reductions to the existing Lottery
Distributors' shares of the Good Causes fund.
39. The existing estimated contribution from Sport England
already places significant pressures on our ability to achieve
the participation and success targets we have set ourselves, in
line with Government objectives in Game Plan, taken in conjunction
with the reduction in Lottery income we have experienced since
1997-98. The table below shows that, since that high point, real
terms Lottery funding for allocation by Sport England will have
fallen by 63% over 11 years through to March 2009.
Figure 8 - Sport England share of Lottery Receipts
1995/96 to 2008/09 - at 1994 Prices

40. Further reductions pre and/or post 2009 would deprive
sport in general (and both the Regional Sports Boards and the
National Governing bodies in particular) of the critical financial
support needed to sustain improvements in participation and achievement
both in the run up to 2012 and in the period thereafter.
5
"Game Plan: a strategy for delivering Government's sport
and physical activity objectives" A joint DCMS/Strategy Unit
Report, December 2002. Back
6
"Condition and refurbishment of public sector sports facilities".
Report commissioned from Davis Landon Consultancy, January 2003. Back
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