The South East Sports Board is collectively responsible for the success of sport in the South East by directing Sport England’s activities in the region. It works in partnership with key agencies and other regional partners to lead, support and develop sport and its infrastructure in the region. It champions and advocates Sport England’s strategies, and represents sport within the region at a strategic level.

1. Strategic planning: working with Sport England officers and partners to develop Mission Possible: the South East Plan for Sport, and more recently our Annual Report 2004/05. These determine our Regional Priorities for 2005/06 within the context of the National Framework for Sport in England.
2. Leading and partnering: development of strong and appropriate links with Government Office South East (GOSE), the South East England Development Agency (SEEDA), the South East  Regional Assembly (SEERA), Culture Southeast (the regional cultural consortium), and other emerging bodies and regional sporting partners.
3. Management of financial resources: deciding the allocation of regional resources to awards (both exchequer and lottery funds) within their delegated authority. It will also strive to secure additional resources and investment in sport in the region from a variety of sources.
4. Enhance Sport England’s public image: by positively representing the views and promoting the policies of Sport England and by performing ambassadorial duties on behalf of Sport England in the region.
5. Engage in policy formulation: contributing to and informing national policy through the Chair. Chairs of three Regional Sports Boards will be appointed to the Main Board for one year each on a rotational basis.
6. Induct new board members: ensuring the quality of governance in the region by carefully inducting new board members. It develops individuals who can contribute skills and experience and provide the best leadership for the region.
7. Carry out board business efficiently: keeping its own house in order by conducting productive meetings where key issues are dealt with in an efficient way. It engages in regular self-assessment and development activities to strengthen its effectiveness.
8. Understand and respect the relationship between board and staff: by recognising areas of staff responsibility and avoiding interference in operational matters that are the domain of staff.
9. Management of staff: it is important to note that the board does not have any responsibilities regarding the employment or direct management of Sport England staff.