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Think Active Board Induction 2018

Think Active Board Induction 2018. Introduction. Governance (Inc. Host agreement) Board members, meetings and appraisal Strategic Planning Finance Structure & Service Delivery Stakeholders. Code of Governance.

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Think Active Board Induction 2018

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  1. Think ActiveBoard Induction 2018

  2. Introduction • Governance (Inc. Host agreement) • Board members, meetings and appraisal • Strategic Planning • Finance • Structure & Service Delivery • Stakeholders

  3. Code of Governance A new Code for Sports Governance sets out the levels of transparency, accountability and financial integrity that will be required from those who ask for Government and National Lottery funding from April 2017. The Code has three tiers and will apply to any organisation seeking funding from Sport England or UK Sport, regardless of size and sector, including national governing bodies of sport, clubs, charities and local authorities. The Code is proportionate, expecting the highest standards of good governance from organisations requesting the largest public investments, including: • Increased skills and diversity in decision making, with a target of at least 30 per cent gender diversity on boards • Greater transparency, for example publishing more information on the structure, strategy and financial position of the organisation. • Constitutional arrangements that give boards the prime role in decision making.

  4. Code of Governance As at 30 June 2018 Think Active are 75% complete with the remaining items all in progress

  5. Governance – Advisory Board members

  6. CSW Sport polices • All the policies and documents are available on the website www.cswsport.org • CSW Sport Board Terms of Reference • Role of a Board Member • Role of the Chair and the Senior Independent Director • Every Board member is required to sign up to the declaration of good character • Every Board member is required to declare any conflicts of interest.

  7. Board members • The Think Active Advisory Board maintain a skills matrix. This is annually updated and used to identify strengths and gaps(1). • The Board will carry out an annual appraisal. This will be carried out in November 2018. • (1) Gaps will identify requirements for a Training needs assessment for the mutual benefit of the Board member, the Board and Think Active.

  8. Board meetings • During 2018 the Board have met monthly. • Moving forward it is expected that this will become between 4-6 meetings per year. • Campbell Tickell Independent review required increased frequency of meetings. • Board agenda and papers will be circulated 7 days prior to the meeting. Board members are expected to have read the reports in readiness for debate, decision and action. • Board members are asked to contribute to sub committees and task finish type projects as required and as agreed. • Audit & Governance Committee Meetings: 3-4 times a year • Additionally – Strategy & Team Development task & finish sub group (as required) • The Advisory Board will convene a task finish nominations committee for the purposes of recruitment.

  9. Think Active Strategic Planning Finance & Risk Service Delivery Stakeholders

  10. ‘Inspiring Active Communities’ • Our strategy summary is available on the website www.thinkactive.org

  11. Purpose, Vision and Aims Everyone in Coventry, Solihull & Warwickshire to benefit from and enjoy a healthy and active lifestyle in safe & thriving communities. Use physical activity to engage those with complex lives Keep people living well Develop & Support effective systems & places Maximise Investment Confident, Capable, Inspirational people Equality & Inclusion Building Community Capacity & Resilience Advocacy

  12. Our role is to - Advocate • The benefits of sport and physical activity • How physical activity can contribute to wider social outcomes And operationally • Use of data and intelligence • Development of strategies and plans • LEP Agendas • Other sectors • Marketing and Comms e.g. supporting national campaigns such as This Girl Can

  13. Our role is to - Broker • Relationships & align priorities to • Maximise efficiencies And operationally • National to local • Non traditional partners • Other sectors into physical activity

  14. Our role is to - Deliver • Sport England Programmes (Satellite Clubs, Primary School Premium Support, DfE Volunteering) • Local Programmes (Love to Move, Big Local) • Workforce Development (coaches, volunteers, clubs & professional) • Events e.g. Level 3 School Games, Network Events

  15. Funding – 2018-19 • We expect that following the Sport England Investment Committee we will have Primary Role funding for 2019-2020 and 2020-2021 confirmed. • This will be alongside continued programme funding for Sport England programmes subject to quality application and successful delivery.

  16. Financial Position - Reserves

  17. CSW Sport – StructureHow we deliver • Those outlined in green are currently vacant

  18. Stakeholders • The 2017-18 Net Promotor Score (as provided by the results of the stakeholder survey and County Sports Partnership Network (CSPN) was 24%. The national average was 41% • In 2015 this score was 51% • Our aim is to return to 51% by 2021.

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