Sport Ireland Interim Strategy

Transcription

1 Sport Ireland Interim Strategy 2016

2 Table of Contents CHAIRMAN S INTRODUCTION... 2 ABOUT SPORT IRELAND AND THE STRATEGY... 4 STRATEGIC PRIORITIES... 5 ADVANCE SPORT IRELAND S PARTICIPATION STRATEGY... 6 DEVELOP THE CAPACITY AND CAPABILITY OF THE SPORTS SECTOR... 9 DEVELOP, OPERATE AND PROMOTE A WORLD-CLASS NATIONAL SPORTS CAMPUS IN SUPPORT OF IRISH SPORT AT ALL LEVELS DEVELOP AND SUSTAIN IRELAND S HIGH PERFORMANCE SYSTEM ADDITIONAL POLICY AREAS Anti-Doping Research and Evaluation Code of Conduct Regarding Child Protection in Sport Investment in Programmes APPENDIX Key Performance Outputs for Budget High Performance National Governing Bodies (NGBs) of Sport Local Sports Partnerships Women in Sport Recreational Trails Programme (National Trails Office) Coaching Anti-Doping

3 CHAIRMAN S INTRODUCTION I am pleased to introduce this interim business strategy for Sport Ireland for Sport Ireland was established as the statutory body for sport on 1 October 2015 following the merger of the Irish Sports Council (ISC) and National Sports Campus Development Authority (NSCDA). The new agency has also taken on the roles and responsibilities previously delivered by Coaching Ireland (CI) and the Irish Institute of Sport (IIS). This development therefore brings together under one body the key components of the State s system for promoting and developing sport in Ireland. Sport Ireland s Board welcomes this as a potential enabler of greater coordination and cohesion around the implementation of sports policy. The establishment of Sport Ireland is one of a number of key policy developments expected to impact on the development of sport in the country in the short, medium and long term. Two other issues merit mention here. The Department of Transport, Tourism and Sport is currently developing a new long term (10 year) policy framework for sport in Ireland and is engaging with all stakeholders, including Sport Ireland, around that process. Separately but closely linked, is the recent publication, jointly by the Department of Health and the Department of Transport, Tourism and Sport, of Ireland s first ever National Physical Activity Plan, Get Ireland Active. Sport Ireland has been identified as a key contributor to that Plan and this document includes a number of key actions to be delivered during 2016 in this regard. Having been only recently established, Sport Ireland welcomes the timing of the Department s initiative to develop a new long-term policy framework for sport. It provides an opportunity to set out a clear agenda and mandate for the newly established organization. We also welcome the Department s agreement to its preparation of an interim one year strategy in anticipation of the new policy framework, which is due to be completed later in the year. This interim strategy builds on the existing strategic plans of those organizations referred to above and from which Sport Ireland has emerged. Sport Ireland s Board has considered the strategic issues facing it in the short term. It is satisfied that the parameters of the ISC s strategy for (as modified with the Department s agreement for 2015) and taking account of the additional functions associated previously with the NSCDA are relevant in the short term. Sport Ireland therefore proposes in 2016 to prioritize: advancing its participation strategy; developing capability and capacity in the sports sector; completion of Campus facilities currently under construction, while progressing future development options and optimising facility operation and promotion in support of Irish sport; and sustaining support for the high performance system in the build up to Rio The objectives in the strategy align closely with the Department s high level goal for sport which is To contribute to a healthier and more active society by promoting sports participation and by supporting 2

4 high performance and the provision of facilities. The document also takes account of material included in the respective Service Delivery Agreements between the Irish Sports Council/NSCDA and the Department of Transport, Tourism and Sport for A number of critical points are worth highlighting in relation to the above. Firstly our research programme has shown that there are more Irish people participating in sport and recreational physical activity than ever before. The same programme has brought to light many challenges that we face, particularly around the gradients in participation and not all of them easily overcome. However, there is no doubt that we face the future in a relatively good position, with hundreds of thousands of Irish people of all ages regularly taking part in health enhancing sport. We will work with organizations, within sport and further afield, public, private and voluntary alike to sustain this positive trend into the future. Secondly, our sports development and delivery system, principally consisting of the National Governing Bodies of Sport (NGBs) and the Local Sports Partnerships (LSPs) have developed considerably within the past 15 years. Generally, sport is now more professionally managed and administered; governance, strategic planning and risk management systems are more evident; and sports bodies are now far more business-oriented to the needs of members, sponsors and the media. The Irish Sports Council played a significant role in the development of the sector and Sport Ireland will continue this work. Over the past number of years and despite the relatively unfavourable economic climate, the National Sports Campus at Blanchardstown has continued to grow and develop as a significant new resource available to Irish sport. Over time the Campus is expected to continue to develop a suite of world-class facilities available to the high performance athlete and recreational participants alike. Finally we must note the wonderful and consistent achievements of our top athletes across many sports in recent years which have shown that we can generate a positive return on investment in elite sport. For many years we looked on in envy at the more advanced sports systems and their medal winning exploits. Recently Irish athletes across a range of sports have competed and succeeded at the highest levels of international competition. The development of high performance systems is not a finite process but something which must be reviewed and updated in an ever-changing and increasingly competitive international environment. Sport Ireland will work with all key partners, on an all-island basis to ensure that the high performance system remains fit for purpose. Both the Irish Sports Council and NSCDA enjoyed great support from within the sports community throughout their respective existences. Along with the Board of Sport Ireland I look forward to continuing that collaborative and respectful relationship with bodies from sport and beyond as we embark on our own strategic journey. I also look forward to collaborating closely with our colleagues in the Department of Transport, Tourism and Sport and thank them for their ongoing support for us in our work. For and on behalf of the Board of Sport Ireland Kieran Mulvey (Chairperson) 3

5 ABOUT SPORT IRELAND AND THE STRATEGY Sport Ireland was established on 1 October 2015 as the new statutory agency for sport in Ireland. It brings together under one agency the functions previously carried out by the Irish Sports Council (ISC), National Sports Campus Development Authority (NSCDA), Coaching Ireland (CI) and Irish Institute of Sport (IIS). At 1 January 2016 it employed 37 full-time staff. The total 2016 budget allocation is million made up of 51 million for current expenditure and 31.9 million for capital expenditure. Under Section 15 of the Sport Ireland Act, 2015, the new agency is required to prepare a 5 year strategy for submission to the Minister for Sport by 1 April 2016 including key objectives, outputs, related strategies, indicators, targets and use of resources. However, pending finalization of the long-term policy framework for sport currently being developed by the Department, it has been agreed that Sport Ireland can prepare an interim one year strategy which incorporates these elements. Prior to the establishment of Sport Ireland, both the Irish Sports Council (ISC) and National Sports Campus Development Authority (NSCDA) had a Service Delivery Agreements with the Department of Transport, Tourism and Sport which sought to define the agreed level of service to be delivered by both bodies for 2015 across various areas of their work. Elements of these Agreements have been incorporated into this current document where appropriate to encourage continuity in approach between the ISC/NSCDA and Sport Ireland. Some key high level metrics for the ISC / NSCDA in 2015 are also included in the Appendix to this document for reference purposes million is Exchequer funding (including Lottery) while it is anticipated that an additional 4.5 million will be sourced from Dormant Accounts in Q2 of 2016 for implementation of actions under the National Physical Activity Plan Get Ireland Active 4

6 STRATEGIC PRIORITIES The Board of Sport Ireland has agreed that the existing strategic priorities of the ISC, NSCDA, CI and IIS remain valid in the short term in anticipation of the new national sports policy framework being developed by the Department of Transport, Tourism and Sport. These priorities are set out in Figure 1 below. For 2016, more short term goals and actions are developed under each of these priority headings. Figure 1: Sport Ireland: Priorities for 2016 Develop and Sustain Ireland s High Performance system Develop, operate and promote the facilities at the National Sports Campus Plan, Lead and Coordinate the sustainable development of sport in Ireland Advance Sport Ireland s Participation Strategy Develop the capacity and capability of the sports sector, particularly NGBs and LSPs VALUES A culture of accountability and delivery of VFM Strong monitoring and evaluation of programmes and outcomes Evidence-based decision making High standards of professionalism, leadership, integrity and respect among staff A collaborative approach with the sports sector to achieve objectives 5

7 ADVANCE SPORT IRELAND S PARTICIPATION STRATEGY Sport has a significant role to play in raising the levels of physical activity throughout the population thereby generating health, social, economic and educational benefits for the country. This contribution has been recognized in Ireland s first ever National Physical Activity Plan, Get Ireland Active 2 which was recently published jointly by the Department of Health and Children, and the Department of Transport, Tourism and Sport. The Plan recognizes the crucial role of sporting organizations such as the NGBs, LSPs and sports clubs in providing sports participation opportunities in every community across Ireland. It sets out eight thematic action areas across which work will be undertaken to deliver on its overall aim of increasing physical activity levels across the entire population thereby improving the health and wellbeing of people living in Ireland... Sport Ireland has been allocated lead responsibility for many of the actions under the thematic area headed Sport and Physical Activity in the Community. It has also been recognized as having a significant contribution to make in 5 of the other thematic areas. Overall, Sport Ireland has a lead role for 8 actions in the Plan as well as being referenced as a key partner for another 8 actions - all due for delivery in It is important to acknowledge that while being ambitious, Sport Ireland will be limited in its ability to deliver fully on these actions until Dormant Accounts funding is released and the appropriate staffing levels have been put in place. Further details of these actions are included below. In keeping with the ethos of the Plan, Sport Ireland will continue to work in partnership with organizations from all sectors, State, private and voluntary alike in seeking to increase participation rates in sport and PA. Sport Ireland will place particularly strong focus on working with the Local Sports Partnerships (LSPs) which echo the collaborative approach at a local level and the National Governing Bodies (NGBs) in this respect. Sport Ireland will also work through the National Trails Office (NTO) in collaboration with agencies such as Coillte, Waterways Ireland and Failte Ireland to enhance participation in outdoor recreational activities. The specific actions which Sport Ireland will undertake in 2016 to further the participation strategy along with 2016 KPIs where appropriate are set out in Table 1 overleaf

8 Advance Sport Ireland s Participation Strategy We will seek a long-term increase in participation rates in sport and recreational physical activity among adults and children and a reduction in levels of sedentarism in adults Long-Term Key Performance Indicators An increase to 49% in the proportion of adults taking part in sport at least once a week by 2018 A reduction to 11% in the proportion of sedentary 3 adults by 2018 A reduction to 20% in the proportion of non-club participants among children by 2020 Increased participation in sport and recreational physical activity by women, lower socioeconomic groups and individuals with a disability. Table 1: Key Actions to be undertaken by Sport Ireland in 2016 to advance its long-term participation strategy No. Actions 2016 Key Performance Indicators 1 Provide support and direction to the LSP network to deliver enhanced participation opportunities right across the population 2 Contribute fully to the implementation of the National Physical Activity Plan as per the Plan Maintain level of financial support provided to LSP network Continued roll out of Performance Evaluation framework for LSP network Produce and disseminate SPEAK 4 report on LSP activities Roll out of Dormant Account fund through the LSP network, NGBs and CARA Centre criteria developed, applications processed and evaluation built into programme design Delivery of National Week of Sport and PA as part of European Week of Sport Commence roll out of Get Ireland Cycling, Get Ireland Running and Get Ireland Swimming initiatives Expansion of the Active Communities Walking Programme Development of Programme to address drop out from sport and PA among adolescents and young adults Support for joint NGB / LSP programmes to increase participation in sport and PA 3 4 Sedentary here is defined from the Irish Sports Monitor as an individual who during the previous week has not played sport, taken a recreational walk, or walked or cycled for transport SPEAK is the Strategic Planning, Evaluation And Knowledge framework against which the LSPs assess and report on an annual basis 7

9 3 Develop and support a more focussed Women in Sport Scheme 4 Progress the development and implementation of initiatives to increase participation in outdoor recreation activities, including ongoing management of Trails development programme 5 Support participation programmes and other initiatives targeting increased participation in sport and PA among traditionally low-active groups. Roll out of National Sport Education and Training Hubs Funding for partnership initiatives between NGBs and LSPs to develop and deliver joint projects Support marketing campaign to promote greater women s participation in sport and PA Carry out internal review of WIS to assess effectiveness as currently constructed and adapt as per outcome of review Trails inspections undertaken on new and existing walking, cycling and water trails New framework for trail standards and classifications with technical support and advice in place National Trails Register maintained Support for Get Ireland Walking initiatives Development of new Irish trails website New Local Trail Monitoring Programme established New plan for increasing participation in outdoor recreation activities Delivery of education and training programme commenced Support Great Dublin Bike Ride and other cycling initiatives Level of support for LSP network for the Sports Inclusion Disability Officer (SIDO) programmes Level of support for Go For Life programme promoting participation in sport and PA among older people Commencement of development and delivery of disability training courses by CARA Centre IT Tralee around disability awareness, disability inclusion, inclusive fitness, inclusive coaching and inclusive adventure activities Expansion of Community Sport and Physical Activity Hubs network Targeting of Get Ireland Cycling, Walking, Swimming and Running Initiatives to disadvantaged communities and persons with a disability Development of Beat the Street and Urban Games programmes Delivery of Community Coaching Initiative for job seekers 8

10 DEVELOP THE CAPACITY AND CAPABILITY OF THE SPORTS SECTOR Sports organizations are being increasingly challenged in recent times by the State sector to deliver more than just sporting opportunities for their members. NGBs in particular are being asked to get involved in State-supported initiatives seeking to deliver broader health and social policy outcomes. These demands place new challenges on NGBs, clubs and LSPs in terms of their capacity and capability to deliver these broader societal goals. The Irish sports system has undergone significant transformation since 1999 when the Irish Sports Council was established as the statutory body for sport. The ISC was at the heart of this transformation which was about reform, increasing professionalism, organizational development, strategic planning and enhanced governance within sports bodies. Sport Ireland believes that it is important that the NGBs be strengthened significantly to face these challenges as well as to continue to deliver valuable sporting outcomes for their members. It must be recognized here that NGBs are a diverse group at different stages of development operating at different scales. Addressing their needs will require tailored solutions and approaches. In working to develop the sector, Sport Ireland will operate in partnership with the NGBs respecting their autonomy at all times. There will inevitably be times when disputes arise within sporting bodies. When they arise, Sport Ireland will adopt best practice protocols in seeking to have them resolved quickly and effectively, through the use of instruments such as internal audit, liaison with the relevant body and/or dispute resolution processes. Sport Ireland supports Just Sport Ireland 5 (JSI) as the dispute resolution mechanism of choice and will continue to help the Federation of Irish Sport in its efforts to ensure further adoption of JSI throughout the sports sector. The specific actions which Sport Ireland will undertake in 2016 to further develop the capability and capacity of the NGB sector are set out in Table 2 overleaf. 5 Or alternative where NGBs have existing robust dispute resolution mechanisms in place 9

11 Develop the Capacity and Capability of the Sports Sector We will seek to work with NGBs to assist them to continuously develop in line with best practice and to ensure that the significant investment by the State is meeting targeted objectives Long-Term Key Performance Indicators Good practice governance within sports sector All funded bodies signed up to Governance Code for Community and Voluntary Sector All sports signed up to Just Sport Ireland or equivalent dispute resolution mechanism High quality coaching and sports tutor / leader environment in Ireland Table 2: Key Actions to be undertaken by Sport Ireland in 2016 to develop the capacity and capability of the Sports Sector No. Actions 2016 Key Performance Indicators 1 Assist development of NGBs and LSPs Roll out NGB governance enhancement programme Delivery of Internal Audit Programme Use of NGB Support Kit by NGBs 2 Encourage funded bodies to sign up to Governance Code for Community and Voluntary Organizations 3 Support Federation of Irish Sport in securing NGB adoption of Just Sport Ireland or equivalent dispute resolution mechanism 4 Support NGBs in managing and administering their sports 15 6 Funded bodies fully signed up (8NGBs and 7 LSPs) Increase in number of NGBs signed up to JSI or equivalent Support for NGBs in strategic planning, administration, IT, competitions, coach development, Code of Ethics and Anti-doping. 5 Support NGBs to grow membership Increase in reported numbers of NGB members 6 Implement coaching strategy Coaching courses approved Increases in qualified coaches and tutors Progress in working with Quality & Qualifications Ireland to align coach development programme with National Qualifications Framework 7 Implementation of Organizational Capability Strategy within NGBs and LSPs All services delivered on time and to a high standard as per strategy commitment 6 7 Currently there are 3 NGBs and 2 LSPs fully compliant with the Code This strategy comprises a range of initiatives around organizational capability building, development and change around processes, structure and culture of organizations, and education and learning initiatives 10

12 DEVELOP, OPERATE AND PROMOTE A WORLD-CLASS NATIONAL SPORTS CAMPUS IN SUPPORT OF IRISH SPORT AT ALL LEVELS Over the past number of years NSCDA has explored strategies for an incremental development of the Campus facilities taking account of the constrained financial circumstances it faced in carrying out this task. Notwithstanding these constraints NSCDA was able to facilitate and oversee the development of a National Sports Campus including addressing some significant deficits in Ireland s sporting infrastructure e.g. the National Indoor Arena, as well as being a home to many National Governing Bodies of Sport. Importantly the Master Plan for the Campus has been developed in partnership with NGBs, ISC, Olympic Council of Ireland and Paralympic Council of Ireland underscoring the importance of a collaborative approach in delivering the high quality facilities now seen at the Campus. NSCDA also worked closely with the Office of Public Works in developing ancillary facilities at Abbotstown. Three new HQs, housing the Football Association of Ireland, Irish Institute of Sport and 19 NGBs have been developed. With the merger of NSCDA and ISC into the newly created Sport Ireland, and with the economic conditions (at least in the immediate future) more favourable it is expected that the Campus will grow and develop into a truly World-Class facility base in the years to come. The specific actions which Sport Ireland will undertake in 2016 to further develop the Campus as a resource for all of Irish sport are set out in Table 3 overleaf. 11

13 Develop, Operate and Promote a World-Class National Sports Campus in Support of Irish Sport at all levels We will seek to develop, manage and promote the National Sports Campus as a sustainable resource equally available to NGBs, elite athletes and recreational sports Long-Term Key Performance Indicators Progress the National Sports Campus in line with the Master Plan as updated Manage, operate and maintain the Campus to a high standard Promote the Campus as a resource available to individuals to participate at all levels Table 3: Key Actions to be undertaken by Sport Ireland in 2016 to develop operate and promote a World-Class National Sports Campus in support of Irish sport at all levels No. Actions 2016 Key Performance Indicators 1 Construction of Phase 1 of the National Indoor Arena 2 Construction of Phase 2 of the National Indoor Arena 3 Complete construction of Special Olympics HQ 4 Complete construction of ongoing projects 5 Complete construction of NGB Office Accommodation 6 Promote, maintain and operate all new and existing facilities at the Campus through a SLA with subsidiary Management Company 7 Assist continued development of field sport training facilities by NGBs 8 Complete preliminary and procurement stages for the proposed National Velodrome and Badminton Centre 9 Prepare procurement strategy for the development of athlete accommodation as per Master Plan Phase 1 Completed by November 2016 Complete Business Case in line with Public Spending Code Continue engagement with Department with a view to receiving earliest possible sanction to proceed with Phase 2 Completed by August 2016 National Cross Country Track Completed by June 2016; Public access 1k and 2k jogging and trim trails completed year end Completed by January 2017 Operations undertaken in line with SLA GAA facility completed in April 2016; Commencement of works by IRFU and Hockey Ireland by end Procurement process completed and tender price known by September 2016 Procurement strategy in place October

14 DEVELOP AND SUSTAIN IRELAND S HIGH PERFORMANCE SYSTEM Ireland s high performance sports system which primarily focuses on Olympic and Paralympic disciplines has evolved so much over the past 15 years that we now see Irish athletes 8 achieve consistent success at all levels of international competition. Medal counts by Irish athletes measured across the quadrennial periods of the Olympics and Paralympics have continued to increase in successive cycles. Given the highly competitive environment within which Ireland s high performance athletes compete, it is necessary to keep the high performance system under continuous review to ensure that it remains fit for purpose and sustainable. At present there are a number of key and interlocking elements to the system, namely: Each priority NGB has a dedicated high performance function led by a Performance Director; Funding to priority sports and athletes is delivered through the integrated Performance Planning and International Carding Schemes; Services are provided to the sports and athletes by the Sport Ireland staff working in the Institute of Sport; The high performance programme has a strong all-island collaborative dimension involving Sport Northern Ireland and Sports Institute for Northern Ireland; There are Operational Agreements and functional working groups with the Olympic Council of Ireland and Paralympic Council of Ireland; A high performance Committee, chaired by a member of Sport Ireland s Board provides strategic and financial oversight for the programme; Priority NGBs develop performance plans over the Olympic and Paralympic cycles which are subject to annual review. Annual targets are set for these sports which are published annually insofar as they relate to international competition The specific actions which Sport Ireland will undertake in 2016 to further the participation strategy along with 2016 KPIs where appropriate are set out in Table 4 overleaf. 8 Athletes is used here as a generic term covering sports men and women across all sports supported under the high performance programme. 13

15 Develop and Sustain Ireland s High Performance System We will seek to develop a high performance system which allows Irish athletes to achieve International sporting success on a consistent and sustainable basis Long-Term Key Performance Indicators An increase in overall medal totals over successive quadrennial Olympic and Paralympic cycles at European, World, Olympic and Paralympic level 9 finalists and 3 medals in 2016 Rio Olympics 15 finalists and 5 medals in 2016 Paralympic Games Table 4: Key Actions to be undertaken by Sport Ireland in 2016 to develop and sustain the High Performance System No. Actions 2016 Key Performance Indicators 1 Review High Performance Plans with all priority NGBs 2 Maintain support for NGBs and athletes in preparation for Olympics and Paralympics 3 Deliver world class services at the Institute High Performance centre to athletes, coaches, and High Performance personnel 4 Ensure ongoing delivery of recommendations from 2012 Olympic and Paralympic NGB Debriefs to optimise preparations for Rio Games 5 Manage financial and other aspects of International Carding Scheme and implement recommendations of Scheme review All plans reviewed and updated before start of Olympics Level of support provided to sports and athletes Level of services delivered against performance objectives in Service Level Agreements with sports high performance programmes Recommendations implemented in line with debriefs Funding allocated in accordance with criteria and issued on time Recommendations implemented in line with review including transitioning of management arrangements to NGBs 14

16 ADDITIONAL POLICY AREAS Anti-Doping Success by our sports stars in national and international competition must be achieved fairly and ethically. The Irish Anti Doping Programme is a critical component of Sport Ireland s efforts in promoting sport that is fair and ethical. The programme now has world-class standing along with the support of all in Irish sport. In the Sport Ireland Act, 2015, Sport Ireland s functions and powers around doping in sport were made more explicit than in the previous legislation, as well as being considerably enhanced. Sport Ireland is now formally recognized in the Act as the National Anti-Doping Organization under all relevant national and international rules (UNESCO Anti-Doping Convention, World Anti-Doping Code and Irish Anti-Doping Rules). It also has been conferred with formal powers of information exchange and cooperation with statutory bodies such as the Health Products Regulatory Authority, Garda Siochána and Revenue Commissioners in order to protect the integrity of sport, on public interest grounds and for the benefit of sportspersons generally. Sport Ireland will continue to invest in the Anti-Doping Programme to ensure it retains its international status and the support of all in Irish sport. Efficiencies in the management and administration of the programme will be achieved through technological innovation. The number of tests will be maintained in line with international norms but with a greater emphasis on the use of more targeted and no advance notice testing, and the development of greater intelligence and information around potential doping threats. Education and communications initiatives will be undertaken in collaboration with relevant organizations. The Anti Doping Unit will ensure the number of anti doping tests remain in line with international averages. In tests were carried out in 37 sports under the National Programme, with 65% of tests taking place out of competition. 132 tests took place under the User Pays programme, bringing the total number of tests to 1,114 for 42 sports organizations. Research and Evaluation Sport Ireland s research programme has played an important role in contributing a deep understanding of the patterns and dynamics of participation in sport among children and adults. It has allowed Sport Ireland to get an appreciation of the economic and social importance of sport to Ireland. It has allowed us to monitor progress against participation targets. We will continue to produce quality research each year, including regional-based and sports-specific reports using data from the Irish Sports Monitor. These reports will be used to assist the LSPs and the NGBs in their strategic planning processes and in understanding trends in relation to their own geographical or sports-specific area. 15

17 Sport Ireland will also play its part in ensuring the development of a robust Research and Evaluation framework envisaged under the National Physical Activity Plan. In this respect one area which requires development is in relation to the evaluation of participation programmes, particularly those driven and delivered by the LSP network. Sport Ireland has begun to develop a more systematic approach to such evaluation, including building some capacity in the sector and will continue to roll out this initiative during 2016 and beyond. Code of Conduct Regarding Child Protection in Sport Sport Ireland ensures a child-centred approach to sport through the implementation of the Code of Ethics and Good Practice for Children's Sport. The Code is fully compliant with Children First legislation. NGBs are already signed up to and have amended their Constitutions to reflect this. Sport Ireland will continue to work with the Department of Children and other appropriate authorities in implementing any new statutory codes which are proposed around child protection. Investment in Programmes Historically, the Irish Sports Council invested well over 90% of its total funding in sports programmes and initiatives aimed at increasing participation, developing a stronger sports system or delivering high performance on the international stage. Sport Ireland will continue to seek to maintain this outward focus in its investment to ensure that the State and the public get maximum return on that investment. Sport Ireland is also committed to maintaining a high level of operational efficiency and will ensure State investment will continue to reach sports organizations in the most direct and effective manner. 16

18 APPENDIX Key Performance Outputs for 2015 Budget The Irish Sports Council s budget for 2015 was million. The NSCDA budget for the year was million. Research Latest published findings from the Irish Sports Monitor for 2013 shows that overall participation in sport among adults had risen from 44.8% in 2011 to 47.2%, equivalent to almost 1.7 million Irish adults participating in sport regularly. Other key findings from the report include: A higher proportion of females are participating in sport than previously, (increasing by 3.7% to 42.7%) resulting in a narrowing of the gender gap in participation. There has been a notable rise in participation among females aged 25 to 44. Personal exercise is now the most popular sporting activity for both genders. Almost 9 in 10 adults take part in some physical activity on a weekly basis with both men and women equally likely to be active in this regard. Over 45% of those playing sport are meeting the National Physical Activity Guidelines. The proportion of people who are sedentary continues to decline with a 1.2% decrease to 12% in This represents a 5.6% decline since High Performance 8.1 million was invested in high performance sport in 2015 including 1.5 million to athletes under the International Carding Scheme and grants of 6.6 million to NGBs. A further 1.8m was allocated to the Irish Institute of Sport to deliver support services for athletes. In sports supported by Sport Ireland, Ireland won 79 medals at European and World events across a variety of sports. National Governing Bodies (NGBs) of Sport 10.9 million was invested in 59 NGBs to allow them to carry out their core activities required to deliver quality sport in Ireland, including administration, coach education, hosting competitions and participating at international events. 7.4 million was invested to support the work of the GAA, FAI and IRFU to increase participation in sport by young people (this includes Women in Sport Programme funding to the FAI and the IRFU). Organizational Capability Building Almost 250 sports-sector employees / board members received training during 2015 as part of the Organizational Capability Building Strategy. Local Sports Partnerships 5 million was invested in the LSP network in 2015 for participation initiatives particularly targeting traditional low-participation groups. The LSP network also hosted the employment of 16 Sports Inclusion Disability Officers. 17

19 Most of the LSPs are involved in delivering mass participation programmes for people of all ages. In 2015, over 15,800 took part in the An Post Cycle Series organized and delivered by five LSPs. Over 20,000 took part in the walks and run events organized by the LSPs as part of Operation Transformation. Great Dublin Bike Ride The inaugural Great Dublin Bike Ride took place in September. The event was run by Sport Ireland in conjunction with Cycling Ireland and Dublin City Council as well as the Department of Transport, Tourism and Sport, Healthy Ireland, Fingal County Council and Meath County Council. The first cycling event of its kind to happen in Dublin was an outstanding success with over 3,000 cyclists taking part. Dormant Account Funding In 2015, funding of over 2 million was allocated to establish Community Sport and Physical Activity hubs in 9 LSP and to create a National Sports Education and Training hub. This investment aims to engage with communities across the country, targeting in particular people with disabilities and those who are educationally or socially disadvantaged. Women in Sport Almost 1 million was allocated to NGBs and LSPs under the Women in Sport Programme. Sport for Older People Funding of over 600,000 was allocated under the Go for Life Programme to help organisations increase opportunities for older members to participate in sport and recreational physical activities. Recreational Trails Programme (National Trails Office) Sport Ireland continues to support the development of Ireland s trails network. In 2015, 130 inspections and advisory assignments were undertaken on walking, cycling and water trails in Ireland. European Week of Sport, 2015 The ISC coordinated the European week of sport in Ireland for the European Commission in September Over 300 sporting events were delivered throughout the country including flagship events such as the Great Dublin Bike Ride, Soccerfest and a Day of Outdoor Adventure Activities. The ISC worked with 45 sporting agencies and coordinated a national promotional campaign for the week, using national print, radio and online promotion platforms. Coaching In 2015, 10,471 coaches qualified along with 29 tutors while 1,675 courses were approved by Coaching Ireland. Anti-Doping 1,026 tests were conducted in 2015 as part of the National Testing programme, comprising 294 blood tests out of competition, 486 Urine test out of competition and 246 urine tests in competition. 18

20 Anti-Doping tutor training took place in November with 17 tutors from GAA, IRFU and the FAI being trained. In conjunction with Active Ireland tutor training was undertaken for 9 tutors in the fitness sector. 40 Educational seminars were held during the year. National Sports Campus Work on the construction of Phase 1 of the National Indoor Arena was commenced in February 2015 with a completion date of November Phase 1 will comprise the National Indoor Athletics Training Centre, National Gymnastics Training Centre and National Indoor Training Centre (multi-sport). Work was completed on the construction of a new High Performance Centre for the Irish Institute of Sport in September 2015, as was the development of a new multi-purpose Campus Conference Centre which provides conference, lecture and meeting facilities for the wider sports community, while also providing changing facilities to complement the FAI national training centre and NSC turf pitches. Construction on a new headquarters for Special Olympics Ireland was commenced in November