Transcript – Day 1 Welcome Nikki Enoch Mike Fitzjohn

Welcome – Day 1
Nikki Enoch
Mike Fitzjohn
John Smith
Enquires: 07989 351047
Vaga Associates
Us
Best in
Business
Vaga
Associates
Best in
Sport
Specialise in County
Sports Partnership
Enquires: 07989 351047
Vaga Associates
Fundamentals
County Sports Partnerships
Communities
Sports
Added Value
School/Education
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Our Brief
Help us to:
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Complete the review
Devise a strategy
Propose a structure
Agree the change process
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Our Approach
Identifying
critical players
and engaging
stakeholders
April - May
Agreeing
Purpose,
Strategy &
structures
April - July
Facilitating
change
Sept - March
Leadership Team – (25-30 people)
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Route Map
11th Feb
Getting started
7th March
Board meeting
7th April
Sports Development Officers Forum
13th/14th April
First Leadership event
24th May
Second Leadership event
27th June
Third Leadership event
2nd July
VIP reception – Youth Games
W/c 11th July
Stakeholder event
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Day 1
Scene Setting
Introductions and talentsearch
Management vs. Leadership
Strategy model
Values – Purpose – Vision
Big ticket items and key issues
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Talent Search
Table 1: A great team
• Already a team!
• Experienced in:
– Leadership
– Management
– Promoting and marketing sport
• Knowledge, contacts and experience in:
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Cultural sector
Coach development
Outdoor education
Health
• Operating at:
– Policy and strategic level
– Grass routes
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Vaga Associates
Talent Search
Table 2 – Shapers and Doers!
• Health
• Regeneration and planning
• Sports
– Personal
– Professionals
• Partnerships
– LSPs, physical health partners,
– voluntary action cumbria
• Good mix of organisers and doers
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Vaga Associates
Talent Search
Table 3: Excellent at:
• Communication
• Management
• People skills
• Writing plans and strategies
• Knowledge of area
• Financial management
• National projects
• Income generations
• Monitoring and evaluation
• Tourism opportunities
• Political know how
• Street creditability
• Various sports
• Making a difference
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Vaga Associates
Talent Search
Table 4: - Less is more!
• Coming from the three areas
– Community, education and sport
• Operating at all level levels
– National
– Regional
– Local
• Wide ranging subject areas
– Community: health, fitness, volunteers
– Sport: NGBs, sports agencies
– Education: LEAs, schools
• Passionate belief that we can use sport to influence and change
lives!!
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Vaga Associates
Talent Search
Table 5 - Best ‘till last – the dream team!
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Sports performers – track record
British record holders
Vision thinkers – lateral and vertical
Hold positions and be the voice for sport
Facilitators not operators
Planners, policy makers and regenerators
Professional, knowledgeable
Private, public and voluntary
In excess of 100 years of combined experience
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Leadership V Management
Management
• Organising resources and
people
• Making things happen
• Processes and systems
• Operational issues
• Monitoring
• Delivering targets, gaols,
milestones
• Motivating
• Planning
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Leadership
• Inspiration
• Innovator
• Charismatic
• Empower
• Listener/communicator
• Theorist, reflectors and
activators
• Risk takers
• Someone who has followers
• Visionary
• Strategist
• Role model
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WHAT IS
MANAGEMENT?
WHAT IS
LEADERSHIP?
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IDENTIFY THE 5 MOST IMPORTANT:
LEADERSHIP - ATRIBUTES/SKILLS/BEHAVIOURS
PLACE IN RANK ORDER
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Leadership
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Empowerment
Visionary
Communicator
Aspirational / Inspirational
Empathy
Innovator / risk taker
Focussed
Strategist
Tenacious
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Engagement
Disciples with followers
Knowledge to do the right things
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Managing and Leading
Managing
Transforming
Leading
Transactional
• Planning
• Strategic thinking
• Setting Goals
• Monitoring
• Controlling
• Improving
• “Doing things right”
• Efficiency
Management
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• Budgeting
• Self control
•• Coaching
Innovating
• Aligning
• Developing
others
• Networking
• Inspiring
• Innovating
• “Doing the right things”
• Acting as a
role model
• Effectiveness
• Creating a
• Opening doors
climate
• Getting along with
others
Leadership
• Persevering
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The role of leadership …
… focusing all energy on achieving the purpose
Leadership
Lens
Purpose
energy in the
organisation
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Stages of team development
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Trusting
Very open
Supportive
Inter-dependant
Collaborative
Mutual commitment
Goal focused
4 PERFORMING
1 FORMING
3 NORMING
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Clarifying roles
Developing skills
Open feedback
Listening
Development processes
Emerging group
identity/cohesion
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2 STORMING
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Confronting, blaming
Not listening
Rebelling
Reacting
Trying to control
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Impersonal
Guarded
Dependant on leader
Tentative
Establishing
expectations
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Strategy Model
Insight
Purpose/Values/
Vision
Foresight
Leadership Dimension
Evaluation
Core processes
Operating Model
Management Dimension
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Vaga Associates
Strategy Model
Purpose/Values/
Vision
Foresight
Business Environment
Climate - culture
Stakeholders
Employee Capability
Environment
Resources
Why are we here?
What underpins our
approach?
What will good look like?
Success Model
(big ticket items and
measures)
Stakeholder mapping
Evaluation
Core processes
Operating Model
Balanced Scorecard
People dimensions
Customers
Leadership
Innovation
Core and critical competencies
Finance, Marketing, Admin,
Operations, Communications
etc.
Breakthroughs
Strategic initiatives
Milestone identification
Principles and Policies
Behavioural Standards
Insight
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Vaga Associates
Purpose Statements
Hewlett-Packard
Matsushita
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How organisations describe their core purpose
Can you identify which organisations describe themselves in the following terms?
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C
To experience the sheer joy that comes from the advancement,
application and innovation of technology that benefits the
general public
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To elevate our national culture and status
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Being a pioneer – not following others, but doing the impossible
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Respecting and encouraging each individual’s ability and
creativity
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To provide something for everyone
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To be fair, accurate and impartial
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To provide value for money
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To improve people’s access to their services
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To be accountable and responsible
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Technical contribution to fields in which we participate
Respect and opportunity for our people, a share in the success
of the enterprise
Contribution and responsibility to the communities in which we
operate
Affordable quality for our customers
Profit and growth as a means to make all of the other values
and objectives possible
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To bring happiness to millions
To celebrate, nurture and promulgate wholesome values – no
cynicism allowed
Fanatical attention to consistency and detail
Continuous progress via creativity, dreams and imagination
Fanatical control and preservation of our image
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Quality – the consumer is our boss, quality our work and value
for money our goal
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Responsibility – as individuals, we demand total responsibility
from ourselves; as associates, we support the responsibilities
of others
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Mutuality – a mutual benefit is a shared benefit; a shared
benefit will endure
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Efficiency – we use resources to the full, waste nothing and do
only what we can do best
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Freedom – we need freedom to shape our future; we need
profit to remain free
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Through our industrial activities we strive to foster progress, to
promote the general welfare of society and to devote ourselves
to furthering the development of world culture
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Innovation; though shalt not kill a new product idea
Absolute integrity
Respect for individual initiative and personal growth
Tolerance for honest mistakes
Product quality and reliability
Our real business is solving problems
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We exist to provide value to our customers – to make their lives
better via lower prices and greater selection; all else is
secondary
Swim upstream, buck conventional wisdom
Be in partnership with employees
Work with passion, commitment and enthusiasm
Run lean
Pursue ever-higher goals
Vaga Associates
Welcome – Day 2
Nikki Enoch
Mike Fitzjohn
John Smith
Dave Robinson
Enquires: 07989 351047
Vaga Associates
Day 2
Reconnect
•Strategy Model
Progress
•Purpose, Vision, Values
Big ticket items
Consultation framework
Story Board
Communications
Action Review
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Vaga Associates
Strategy Model
Purpose/Values/
Vision
Foresight
Business Environment
Climate - culture
Stakeholders
Employee Capability
Environment
Resources
Why are we here?
What underpins our
approach?
What will good look like?
Success Model
(big ticket items and
measures)
Stakeholder mapping
Evaluation
Core processes
Operating Model
Balanced Scorecard
People dimensions
Customers
Leadership
Innovation
Core and critical competencies
Finance, Marketing, Admin,
Operations, Communications
etc.
Breakthroughs
Strategic initiatives
Milestone identification
Principles and Policies
Behavioural Standards
Insight
Enquires: 07989 351047
Vaga Associates
SUGGESTED PURPOSE
Cumbria Sport is a network of key agencies
working in partnership to engage the people
of Cumbria in quality opportunities through
sport and physical activity
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Vision (daring draft!)
Everyone in Cumbria enjoys sport and
physical activity as an essential (integral)
part of everyday life.
By 2010 we will have:
• 200,000 participants;
• £5 million of additional investment.
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Suggested Values
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Values, respects and includes all
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views and attitudes
valuing the rights of everyone
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to involvement and engagement
to criticism
to ideas
values
Decisive, creative and innovative
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fit and healthy
living in a safe
culture that listens to each voice
Open
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Definition: deeply held belief
attitudes
taking risks
Enjoyable
Client focus
Effective and efficient
behaviours
– achieves what it says it will do in through optimum use of resources
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Excellent
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organisational performance
continuous improvement
Enquires: 07989 351047
Vaga Associates
Big Ticket Themes
Leadership Team (1st Pass)
•Local delivery structure
•Make up of board, champions for the partnership (upwards and downwards)
•Develop and sustain the wider working
•People – auditing and developing people skills – at all levels
•Enhance capacity and capability – workforce and expertise
•Resourcing and attracting resources – policy, people, funding, facilities
•Customer penetration – awareness, understanding, communication
•Marketing and sales – awareness of opportunities and profile
•Multi activity - feasibility and understanding; opportunities and facilities
•Developing the knowledge system – databases, IT
•Staffing structures & core functions of the partnership team & alignment
•Client focus – research - benefits to them - what sells – how sell – image
•Data rich and evidence based
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Vaga Associates
Big Ticket Themes
Sports Development Forum
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Produce a sport and physical activity strategy
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Consultation
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Marketing and communication, tools for all partners (e.g. newsletter)
Cross sports working
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Each LA & NGB: co-ordinated and standardised for collecting, analysing & updating
Better promotion of Cumbria Sports Partnership
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Share good practice and lessons learnt
Establish baseline data
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Wider partners, bring in those on periphery, integrate: sport, education, community
(structure for including social inclusion projects etc.)
Countywide and local partnerships
Know the what, how, where, when and who
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Realistic, deliverable, framework for local plans, change needed, attract new
Multi sports and multi skill clubs,
Facilities, officers, PDMs, CSCs, NGBs,
Centralised resources
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Funding, officers, information, education and training
Let’s get our act together (sports focus) first before significant expansion
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Vaga Associates
Areas for Improvement
Sports Development Forum
• Communication*****
• Tangible improvements to things e.g.
– Participation, delivery, facilities
• Evidence and research
– Baseline, impact, improvement
• Strategy and structure
– Vision, systems, simplicity, streamline
• Partnership working
– Wider, more commitment, more ownership
• Resources
– More and better use of people, funding, facilities
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Opportunities
Sports Development Forum
The Cumbria Cyclops
One vision
One body
Many arms
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Project Drivers
Time
Cost
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Quality of provision
Vaga Associates
Consolidated
Big Ticket Themes
• Strategy
– purpose, vision, values, business planning, resources
• Structure
– People, staffing, management, networks, roles
• Research (for going forwards)
– Audit, baselines
• Performance Management (for assessing impact)
– KPIs, IT
• Marketing and Communication
– Promotion, branding, two way influence
• County/Local Implementation
– Good practice, delivery, innovation themes
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Vaga Associates
Structures
Suggestions
Networks
• Autonomy
– Agree role of Leadership Team & Board
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Cumbria Sports Board
– Composition, role, remit: now and future
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Existing Networks
– Map (2 months), categorise, prioritise, thematic and geographic spread
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Model for Network
– Identify options (2 months), consider emerging national model, redefine some
networks, inclusive representation (solutions)
Staffing
• Implications of previous suggestions on staffing resources
• Identify core staffing functions
• Explore alignment with Big Ticket Themes
• Recognise roles & responsibilities, line management & support,
accountabilities etc.
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Research
Suggestions
Aspects to explore:
Baselines
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Year 9 and Adult Surveys - Share findings
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Participation in HE/FE
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Facilities Baseline
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Coaches/People Baseline
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Clubs Baseline
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Pre School Baseline
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Health Baseline
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Finance Baseline
Other Research/Information
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District data potential role in developing templates for information collection at District level,
e.g. facility usage, clubs, volunteers, coaches, etc.
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Local Impact - suggest backing up big Countywide databases with more quantitative
monitoring/evaluation studies of impact of local projects.
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Barriers to Participation
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Use of Facilities/Customer Satisfaction
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Social/Economic Data
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Impact of Sport on Skills, Jobs etc
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County Council Information Unit - as possible data source
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Support for Research – Lobby Sport England/RDA Research Units/Regional Cultural
Observatories to support data collection, eg repeat of Year 9 or similar surveys at timely intervals
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Performance Management
Suggestions
• Establish performance management
framework for measuring the impactof the
Strategy based on:
– What is being measured
– What we want to measure
– Review of performance frameworks
– Who do we involve
– When: on-going and systematic improvement
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Vaga Associates
Marketing & Communication
Suggestions
Marketing
• External sharing of information
– Public, potential partners, potential funders
• Image
– Branding, PR, promotion, profile, product
Communication
• Internal sharing of information
– Clarity, security, informed, knowledgeable, consistency of image
and methods, valued, two way links
– Existing and potential partners and stakeholders
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Vaga Associates
Marketing & Communication
Suggestions
Quick Fixes
• Seek expert advise
– CCC, LAs
• Re-design logo (two brands)
– Cumbria Active/Cumbria Sport
• Review existing
– Roles & responsibilities
– Functions
– Networks
• Streamline database of contacts
– Partners, LAs, NGBs, Core Team Unit
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Vaga Associates
Marketing & Communication
Suggestions
Longer Term
• Explore FT Marketing and Communications officer
• Draw up communication plan
– Start with mapping exercise
• Establish a communication and information forum @ SDO level
• Integration with non sport users/doers
– Physical activity & healthy lifestyles
• Explore FT Physical Activity Officer
– Integrate structure, increased dialogue, knowledge sharing, good practice
• Fully accessible and up to date web site
– Minutes, workshops, courses, updates, funding, opportunities
• Review
– Roles & responsibilities and functions
• Streamline database of contacts
– Partners, LAs, NGBs, Core Team Unit
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Implementation
Suggestions
Role of CSP
Helping to co-ordinate and support local delivery of
national and local initiatives
• National
– E.g. Community coaches, PESSCL, LTAD
• Local
– E.g. Cumbria Youth Games, AOTTs (adults other than teachers)
• Key Actions
– Decide areas for project development
• Key People
– Dependent on programme/project theme
– Leadership Team champion
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Consultation Framework
Identify:
• Who (maximum of 3 per table)?
• Why?
• What for (value)?
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Story Board
• To present as ‘work in progress’
• To seek responses
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Actions
• Post on Web Site (Monday 17th April)
www.vagaassocites.com
• Circulate contact details
• Seek views & build up support - all
• Refine thinking – ‘task champions’
• Explore/develop suggestions – all/consultants
• Develop options for strategy and structure –
Board/consultants
• Circulate headline actions for April/May – Eddie
Edge/consultants
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Vaga Associates