School Sports Funding

Lord Barwell Excerpts

Tuesday 30th November 2010 Commons Chamber

[Gavin Barwell (Croydon Central) (Con)]

There seems to be a consensus that the quality across the country is variable. My right hon. Friend made the point that an audit was needed to look at what works and what does not work so well. The previous Government spent £2.4 billion on that. Will my right hon. Friend tell us whether he inherited any audit of how that money has worked?

[Michael Gove]

I am grateful to my hon. Friend for making that point. It is important that we look at the existing infrastructure and what it has delivered. Many of the people who are doing the job of partnership development manager are utterly committed to improving the sporting offer for young people, but I worry that the structure within which they work does not allow them to do what is best.

Much of the job description of a partnership development manager depends on full-time strategic management, developing an ongoing self-review document, advocating the priorities of the partnership within wider strategic frameworks, establishing robust data-tracking and monitoring systems, and promoting the benefits and successes of the partnership. There is inadequate space in the job description for doing what the right hon. Member for Leigh did so well—making the case for improved participation in sport with fervour and passion. [Interruption.] He says, “Let’s change it.” I agree. We are changing it. He had the opportunity when he was in power; he did not do so. Now he is happy to do so. I am happy to see this movement. The Opposition are happy to acknowledge that we can reduce the amount that is being spent, and happy to acknowledge that there has been too much bureaucracy for partnership development managers. I am delighted to acknowledge that.

The same applies to the role of competition managers. It is vital that we encourage more school competition, but one of the problems is that there is another layer of bureaucracy. What is the role of a competition manager? It is a full-time position responsible for modernising the competition landscape. One has to work strategically with the partnership development manager, manage and co-ordinate the monitoring and evaluation of projects and fulfil local and national data collection requirements. Again, all those take away from the central task of promoting sport with fervour and passion.

The data requirements—