NGB RESTRUCTURING
NGB
RESTRUCTURING
We look at how some of sport’s National Governing
Bodies are reviewing their internal business structures
to increase the nation’s participation in sport
S
port England’s key to delivering Women in Sport and Fitness Foundation,
the grassroots sporting legacy Sports Coach UK, Streetgames and Skills-
attached to London 2012 was to Active are also delivering specific services
put sport’s National Governing that underpin the NGBs’ work and help
Bodies (NGBs) at the heart of the strategy. them tackle specific issues. SkillsActive,
Using the NGBs’ networks of com- for example, is helping them to work
munity clubs, coaches and volunteers to towards their workforce development
help drive delivery, most of the £480m plans (needed to acquire funding) by
Whole Sport Plan funding has now upskilling NGB volunteers with the
been awarded by Sport England, giv- required qualifications.
ing the chosen NGBs greater autonomy. “The objective is to ensure that every-
Alongside this they also have greater re- one who plays sport has the best possible
sponsibility for effective delivery against experience and makes sport a life long
Sport England’s key targets: to help their habit,” Sport England’s director of sport,
sport grow, sustain and excel. Lisa O’Keefe, explains. “That’s why some
Helping NGBs to reach the participa- of the NGBs we are investing in are using
tion, satisfaction and talent development our financial and professional support to
targets, Sport England’s Sport Directorate develop their capacity to offer high-qual-
department has been offering hands-on ity sport. The result will be a community
advice through relationship managers. sport system capable of continuing
In addition, its national partners, the growth for many years to come.”
BADMINTON ENGLAND
Adrian Christy, chief executive, Badminton England
B
ADMINTON England is looking forward to the oppor- specific responsi-
tunity to further grow the sport during this current bilities – including PHPH
funding period and beyond, with growth and sus- participation,
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tained participation at the heart of our 10-year strategy – a coaching and com-
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Decade of Delivery. With the eyes of the world focusing on petition – while
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sport in this country as part of our collective legacy aspi- also addressing
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rations, we’ve set about ensuring that we can rise to the the challenges of
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exciting challenge facing our sport. access to more
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In recent years we’ve demonstrated significant growth in court time – a real
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participation as a result of the tremendous efforts of our barrier to over-
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staff, volunteers and the partners we’ve worked with. We’ve come if we’re to
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recently undertaken a process of ensuring an absolute focus realise the objec-
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on delivering success against some key business outcomes tives we have set.
around growth and sustainability of activity. But it’s not just about paid staff. No matter how much
This has involved realigning the roles of our development investment we receive from government, it could never rec-
network by employing a team of regional officers. Each has ompense the time and effort of our volunteers and no sport
should lose sight of the value of this resource places in our abil-
We shouldn’t lose sight of the value of
ity to deliver long-term participation. We’re therefore making
volunteers in our ability to deliver
a considerable effort towards ensuring our volunteers are very
much part of the vision for badminton and we look forward to
long-term participation in sport
their continued support for many years to come.
62 Read Sports Management online
sportsmanagement.co.uk/digital Issue 4 2009 © cybertrek 2009
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