University of Leeds Sports & Physical Activity

1. University of Leeds Sports & Physical Activity MANAGING ORGANISATIONAL CHANGE IN SPORT AT THE UNIVERSITY OF LEEDS

2. University of Leeds Sports & Physical Activity AIMS FOR TODAY Describe the theoretical framework used to manage the process of change Explain the stages of change and staff involvement in this Outline the outcomes of the process for the organisational structure of sport and physical activity service Lessons learnt from the process

3. University of Leeds Sports & Physical Activity SOME THEORY..... THE CONGRUENCE MODEL Utilising a theoretical framework for the change process Congruence model developed at Harvard and used throughout the world as a tool to manage change Simple and can be applied to any level of business The framework provides a structure within which the change process was undertaken VIDEO....

4. University of Leeds Sports & Physical Activity CONGRUENCE MODEL

5. University of Leeds Sports & Physical Activity Congruence Model STAGE ONE: Scoping out the expectations and needs of the new business 2007 Strategy STAGE TWO: Reviewing how these match current provision and identifying gaps 2008 Critical Tasks 2008-9 STAGE THREE: Develop proposals to address the gaps Diagnostic STAGE FOUR: Implementation 2009-10 Implementation

6. University of Leeds Sports & Physical Activity WHERE WERE WE ~ 2007? Outdated portfolio of facilities ~ Insufficient in scale to meet the demand of 30,000 full time students and 8,000 staff ~ only 12 badminton courts hall space Poor quality for what we had ~ Astros flooded when it rained Gaps in provision ~ no pool or purpose built fitness Staffing structure improved but still woefully outdated

7. Director Assistant Director Assistant Director Senior Sports Duty Manager Health and Fitness Manager Marketing and Administration Officer Directors of Sports Sports Duty Managers Outdoor Activities Senior Tutor Sports Development Manager Sports Duty Managers Class Instructors Finance and Administration Officer. Recreation Assistants Sports Development Officer Coaching and Comm. Senior Recreation Assistants Receptionists Fitness Instructors Sports Administration Officer Receptionists Sports Development Support Officer & other part time staff Recreation Assistants Health and Fitness Support Officer Sports Development Support Officers University of Leeds Sports & Physical Activity WHERE WERE WE ~ 2007?

8. University of Leeds Sports & Physical Activity STAGE ONE ~ Expectations / Strategy University’s strategy The investment of capital by the University was agreed with the specific aim of significant improvements in the overall student experience. The provision of the new facilities alone will achieve an impact. But sustainable improvements in student experience will only occur if the new facilities are managed to the very highest standards and are financially sustainable. We define those standards as being competitive in service quality to the private sector providers within the city and the very best providers within the HE Sector.

9. University of Leeds Sports & Physical Activity STAGE ONE ~ Expectations / Strategy How will we compete? Facility / building related 1. Quality of the offer ~ brief and specification 2. Location and Convenience ~ By gist of campus location 3. Customer service ~ through process, system and staffing

10. University of Leeds Sports & Physical Activity STAGE ONE ~ Expectations / Strategy Staff Dimension? Involved in defining the brief for the facilities ~ specification and brief Involved in visits to other competitors and comparators ~ understanding what our competitors do and customers expect Workshops to engage them in the vision for the building and the experience we wanted to provide Initiated an ongoing comms plan including a ‘Transformation Newsletter’ Facility design and development ~ went off into tender process and out with our control......

11. Facility Design Objectives University of Leeds Pool Site Plan

13. University of Leeds Pool Site Plan

15. University of Leeds Sports & Physical Activity

16. University of Leeds Sports & Physical Activity

17. University of Leeds Sports & Physical Activity Congruence Model STAGE ONE: Scoping out the expectations and needs of the new business 2007 Strategy STAGE TWO: Reviewing how these match current provision and identifying gaps 2008 Critical Tasks 2008-9 STAGE THREE: Develop proposals to address the gaps Diagnostic STAGE FOUR: Implementation 2009-10 Implementation

18. University of Leeds Sports & Physical Activity STAGE TWO ~ Critical Tasks / Gaps Unlocked the status quo by undertaking a gap analysis........... Current Business Model v Proposed Business Model Income achieved though high volume sales of a low cost product V Income achieved though sales of a competitive commercial product Maintenance of low staff costs and low FT staff levels V Transformation of FT staff levels to enable service delivery ‘Light touch’ customer service offer V ‘High quality’ customer service offer to matched raised expectations 2007/08 turnover of £1,700,000 V Projected 20010/11 turnover of £4,000,000

19. University of Leeds Sports & Physical Activity STAGE TWO ~ Critical Tasks / Gaps IMPLICATIONS FOR STAFFING ...... Did not propose a ‘redesign’ that would imply a blank sheet of paper and total new start. Rather wish to explicitly build on what is currently in place and integrate into a new structure. Expectation that all staff will be touched by this change process.

20. University of Leeds Sports & Physical Activity STAGE TWO ~ Critical Tasks / Gaps Staff Dimension? Creation of a HR project group with representatives across the service Structure of working groups including each area of the business ~ reception, operations, fitness, administration, marketing, etc Meeting regularly over period of 6 months in workshop format led by managers of the area but will part time and full time representatives

21. University of Leeds Sports & Physical Activity STAGE TWO ~ Critical Tasks / Gaps GAP analysis = critical tasks needed Staffing ~ insufficient numbers and gaps in roles needed across all areas of the Service Opening times = currently limited and not open when need to be eg uni closed days Services = gap in services provided eg personal training Become marketing led = little sales and marketing capacity Summarised in a business assumptions document circulated and acknowledged to all staff as a statement of intent

22. University of Leeds Sports & Physical Activity Congruence Model STAGE ONE: Scoping out the expectations and needs of the new business 2007 Strategy STAGE TWO: Reviewing how these match current provision and identifying gaps 2008 Critical Tasks 2008-9 STAGE THREE: Develop proposals to address the gaps Diagnostic STAGE FOUR: Implementation 2009-10 Implementation

23. University of Leeds Sports & Physical Activity STAGE THREE – Diagnostic / Proposals The key issues to get right.... Right structure of organisation ~ finalising proposals for staffing posts Right values norms and behaviours ~ developing our standards Right people in right roles with right competencies ~ matching process

24. University of Leeds Sports & Physical Activity STAGE THREE – Diagnostic / Proposals Staff Dimension? Each working group submitted proposals for the new structure and organisational shape Broad agreement on structures proposed by the groups . Wider Staffing Proposals document then consulted on for 3 months. Staff given chance to submit proposals, changes or concerns. Open meetings and one to ones. Development of new values and behaviours involving staff groups and away days to address the issue of culture in the organisation.

25. University of Leeds Sports & Physical Activity STAGE THREE – Diagnostic / Proposals Right values norms and behaviours

26. University of Leeds Sports & Physical Activity STAGE THREE – Diagnostic / Proposals Right structure of organisation ~ finalising proposals for staffing posts There will be a need to sell memberships ‘commercially’ with a sales pitch to customer Current sell by reception and SPA office but little time to explain or speak 1:1 • Appoint Sales Posts with marketing role • Additional full time receptionists but with sales function • Expand sales function in SPA office

27. Sport and Physical Activity University of Leeds Sports & Physical Activity KEY FOR CHANGES Green ~ New roles which the Service does not currently have. Dark Green~ Revision to existing roles required with additional posts being appointed. Yellow ~ Revised roles where the existing job description is to be amended. White ~ no change

28. University of Leeds Sports & Physical Activity STAGE THREE – Diagnostic / Proposals Right people in right roles with right competencies Undertook a matching process Reviewing all job descriptions and where staff had a ‘full match’ were moved across New roles and substantially changed roles staff were required to apply internally before externally advertising for posts Some did not get the roles they applied for some did. Kept in mind the critical importance of getting the right skills for the right roles!

29. University of Leeds Sports & Physical Activity Congruence Model STAGE ONE: Scoping out the expectations and needs of the new business 2007 Strategy STAGE TWO: Reviewing how these match current provision and identifying gaps 2008 Critical Tasks 2008-9 STAGE THREE: Develop proposals to address the gaps Diagnostic STAGE FOUR: Implementation 2009-10 Implementation

30. University of Leeds Sports & Physical Activity STAGE FOUR – Implementation Negotiating the changes with TU in T&Cs to achieve financial sustainability and competitiveness with the private sector. Training and development for existing staff to ensure their skills set matched the requirements of the business Recruitment of new staff (20FT) to meet identified gaps in the business.

31. University of Leeds Sports & Physical Activity ANXIETY OVER CHANGE Perhaps the biggest challenge in the change process is managing staff anxiety and concern On a number occasions this created challenges for us particularly in circumstances when communication although good should have been better Have needed to tell what we don't know as well as what we did... Creating an urgency for change and need for it in minds of staff and stakeholders Engagement throughout and openness has been critical

32. University of Leeds Sports & Physical Activity RESULTS? TOO EARLY TO TELL! Staff survey data suggests managed to maintain staff morale / commitment throughout difficult change period ~ 4/5 score for engagement and leadership Have navigated the difficult negotiations satisfactorily as a result of the significant engagement and efforts of the staff New posts appointed and training programme for them completing this week. All existing staff undertaken upskilling programme to be ready for operation

33. University of Leeds Sports & Physical Activity CONCLUSIONS? Important to utilise theoretical framework to shape your change process whatever the scale and level of change Clarity of vision is critical Understanding the critical tasks / gap analysis needed to get you from where you are to where you need to be ~ creates sense of urgency for change Identify changes needed through diagnostic processes ~ create ownership of proposals Implement ~ build participation in the implementation so not solely top down Communication and engagement will ensure success

34. University of Leeds Sports & Physical Activity QUESTIONS?? University of Leeds winning UAU team in 1930s.... Our last swimming victory!