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Content BUCS strategy Outlining areas for benchmarking aligned to strategy

Options for a ‘strategy for sport’ will evolve during the year 2009/10 from discussions with key stakeholders and based on benchmarking scores for each sport within the planning framework.

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Content BUCS strategy Outlining areas for benchmarking aligned to strategy

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  1. Options for a ‘strategy for sport’ will evolve during the year 2009/10 from discussions with key stakeholders and based on benchmarking scores for each sport within the planning framework. The strategy for sport session at the BUCS conference outlined the intention to work closely with key stakeholders to review options for a sport by sport strategy and the implications for governance of that within the BUCS structure. These slides provide an outline of the approach taken to date with reference to benchmarking each sport in line with the key strands of the BUCS strategy and then reviewing options based on that data. Your input is appreciated in taking a view of the positioning of the BUCS sports based primarily on scores for participation and performance and in so doing, to help understand how the outcomes might impact on the overall approach to management of the sports portfolio. The aim of the session is to ensure a shared understanding of the approach to date and to listen to views to help guide work with SMGs and others in assessing applicable opportunities and => strategies across the portfolio and at an individual sport level.

  2. Content • BUCS strategy • Outlining areas for benchmarking aligned to strategy • Explaining how key areas are measured • Initial scoring for participation and performance • Suggested support mechanisms / strategies for sports within each scoring band for participation & performance • Mapping participation scores and performance scores on same diagram • Suggested strategies for sports within each area on the diagram • Next steps

  3. A strategy for sport is a set of principles, assumptions and plans which will help BUCS to meet its over-arching objectives through ‘sport related’ activities 1. Clarify overarching objectives 2. Outline assumptions at organisation and sport level 3. Consider strategic options aligned to assumptions 4. Evaluate options based on agreed criteria / stakeholder input 5. Agree delivery strategy – what .. 6. Outline delivery plan – how / who / when • Our vision is to enhance the university sport experience through the provision of sporting excellence across three key areas – performance, participation and competition • Our strategic and departmental objectives: • Get more people to play sport and partake in physical activity • Improve the quality of experience for students and staff involved in sport • Create a sustainable future for sport at university • Maximise the potential of our membership and supporting professional career pathways • Deliver world-class athletes and infrastructures • Provide a national, respected voice for our members to government and relevant stakeholders

  4. The planning framework is aligned to the over-arching objectives – suggesting a vision / objective within each of the axes of performance, profile, participation and contribution / infrastructure. 1. Clarify overarching objectives 2. Outline assumptions at organisation and sport level 3. Consider strategic options aligned to assumptions 4. Evaluate options based on agreed criteria / stakeholder input 5. Agree delivery strategy – what .. 6. Outline delivery plan – how / who / when • Our strategic and departmental objectives: • Get more people to play sport and partake in physical activity • Maximise the potential of our membership and supporting professional career pathways • Deliver world-class athletes and infrastructures • Provide a national, respected voice for our members to government and relevant stakeholders • Improve the quality of experience for students and staff involved in sport • Create a sustainable future for sport at university

  5. The initial analysis takes into account the grading for each sport for participation and performance – this grading is then cross checked with the current profile scores for each sport. Scores for contribution will require more work. participation performance profile contribution

  6. PARTICIPATION : The BUCS strategic objectives would suggest that we are aiming to : Get more people to play sport and partake in physical activity. Athletics, Badminton, Basketball, Canoe, Cricket , Cycling, Football, Hockey*, Lacrosse, Netball, Rowing, Rugby Union, Swimming, Tennis*, Volleyball The scores for participation are spread right across the full spectrum There are fewer sports in the high scoring area There is a significant level of sport being played in inter mural leagues etc. at Universities – this is not recorded within the BUCS scoring Fencing, Squash, Futsal, Golf, Judo, Archery , Equestrian, Karate, Orienteering, Triathlon, Water polo, Gymnastics*, Surfing, Boxing, Clay Pigeon, Modern Pentathlon, Rugby League, Snooker, Trampolining, Climbing, Gaelic Football, Jujitsu, Korfball, Modern Biathlon, Pool, Table tennis, Ten Pin Bowling, Windsurfing Rifle, Rugby 7s, Rugby Fives, Sailing, Snowsports, Ultimate, Wakeboarding, Participation scorecard

  7. PERFORMANCE : The BUCS strategic objectives would suggest that we are aiming to : Maximise the potential of our membership and supporting professional career pathways and to deliver world-class athletes and infrastructures The scores for performance are more polar. The majority of sports did not score highly on the performance axis There are also some sports where BUCS has international representation but no domestic programme i.e. Beach Volleyball, Bridge, Cross Country Skiing, Curling, Figure Skating, Flat Water Canoe, Ice Hockey, Long Track Speed Skating, Savate, Short Track Speed Skating, Taekwondo, Water Skiing, Wrestling Athletics, Badminton, Basketball, Cricket , Fencing, Football, Hockey*, Lacrosse, Netball, Rowing, Rugby Union, Squash, Swimming, Tennis*, Volleyball Archery, Canoe, Equestrian, Futsal, Golf, Judo, Karate, Orienteering, Triathlon, Water polo Boxing , Clay Pigeon, Climbing, Gaelic Football, Gymnastics*, Jujitsu, Korfball, Modern Biathlon, Modern Pentathlon, Pool, Rifle, Rugby 7s, Rugby Fives, Rugby League, Sailing, Snooker, Snowsports, Surfing, Table tennis, Ten Pin Bowling, Trampolining, Wakeboarding, Windsurfing, Ultimate,

  8. IMPLICATIONS OF SCORING - there are some natural groupings of sports in the participation and performance categories – a strategy for raising the profile of sports and BUCS in general can be built around these. aspiration for BUCS/SMG to plan a complete and comprehensive package of support for each sport. work with specific NGBs to identify strategies and actions to improve and develop the pathways; concentration of BUCS staff effort would be on establishing and delivering a development programme Not considered as BUCS “Performance” sports – but development areas very limited input from BUCS Not considered as BUCS “Performance” sports Participation scorecard Performance scorecard

  9. BRINGING PARTICIPATION & PERFORMANCE SCORES TOGETHER : if the scores for participation and performance are shown together – the BUCS sports tend to split into one of three groupings. A group of approx. 12 sports scored in the top third on both participation and performance The majority of sports scored in the middle band for participation – but were not generally recognised as performance sports A group of approx 8 sports scored in lowest band for both participation and performance and grouped with them are sports where there is international representation but no domestic programme

  10. MAPPING OF SPORTS FOR PARTICIPATION & PERFORMANCE- the mapping shows the distribution of sports across the 3 main groupings – there are approx. 15 sports in the top grouping, the majority in the middle. Fencing, Squash Athletics, Badminton, Basketball, Cricket, Football, Hockey*, Lacrosse, Netball, Rowing, Rugby Union, Swimming, Tennis*, Volleyball Curling, Short Track Speed Skating Beach Volleyball Cross Country Skiing Flat Water Canoe Long Track Speed Skating Taekwondo Water Skiing Canoe Archery, Equestrian, Futsal, Golf, Judo, Karate, Orienteering, Triathlon, Water polo Performance scorecard Rifle Rugby 7s Sailing Snowsports Ultimate Wakeboarding Rugby Fives Gymnastics*, Surfing , Boxing , Clay Pigeon, Modern Pentathlon, Rugby League, Snooker ,Trampolining, Climbing, Gaelic Football, Jujitsu, Korfball, Modern Biathlon, Pool, Table tennis, Ten Pin Bowling, Windsurfing Cycling Bridge Figure Skating Ice Hockey Savate Wrestling Participation scorecard

  11. The BUCS Board received an update of the Sports Strategy Project on 5th November. The Board gave continued support for the Project on the basis that this is seen as a major element of the strategic aims of the organisation. • Actions Required • agreed that the project would achieve three key outcomes. • These were: • individual sport plans for an agreed and limited number of BUCS sports. The work would be phased with an initial pilot carried out with of 4 or 5 sports. These sports would be identified as a result of the data collection exercise. Work would be required to develop a common framework which could be used to assist Sports Management Groups (SMGs) in developing these plans. • job descriptions for SMG members to clearly identify their roles, responsibilities and accountabilities. • clearly identified work responsibilities for BUCS staff members, based on participation, sports performance, profile and contribution, reflecting the need to achieve overall BUCS strategic objectives.

  12. Work is now progressing to develop individual sport plans, job descriptions for SMG members and clearly identified work responsibilities for BUCS staff members. 1. Clarify overarching objectives 2. Outline assumptions at organisation and sport level 3. Consider strategic options aligned to assumptions 4. Evaluate options based on agreed criteria / stakeholder input 5. Agree delivery strategy – what .. 6. Outline delivery plan – how / who / when Summer hols Term 1 Term 2 Term 3 Summer hols Show & tell – communicate with key audience groups – work through solutions and share views Bring together reps. from pilot sports to review / discuss Agree criteria for sports advisory group Recruit / identify advisory groups in targeted sports First draft of plans in line with template Sign off on plans with Board ToR & criteria for advisory groups Development plan template Governance structure BUCS office

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