vaga associates enquires: 07989 351047 welcome – day 1 nikki enoch mike fitzjohn john smith

Vaga AssociatesEnquires: 07989 351047

Welcome – Day 1

Nikki EnochMike Fitzjohn

John Smith


Us

Best in Best in BusinessBusiness

Best in Best in SportSport

Specialise in County Specialise in County Sports PartnershipSports Partnership

Vaga Associates


FundamentalsCounty Sports Partnerships

Communities Sports

School/Education

Added Value


Our Brief

Help us to:• Complete the review

• Devise a strategy

• Propose a structure

• Agree the change process


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)


Route Map11th 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


Scene Setting

Introductions and talentsearch

Management vs. Leadership

Strategy model

Values – Purpose – Vision

Big ticket items and key issues

Day 1


Talent Search

Table 1: A great team• Already a team!• Experienced in:

– Leadership– Management – Promoting and marketing sport

• Knowledge, contacts and experience in:– Cultural sector– Coach development– Outdoor education– Health

• Operating at:– Policy and strategic level– Grass routes


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


Talent SearchTable 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


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!!


Talent Search

Table 5 - Best ‘till last – the dream team!• 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


Leadership V Management

Management• Organising resources and

people• Making things happen• Processes and systems• Operational issues• Monitoring• Delivering targets, gaols,

milestones• Motivating • Planning

Leadership• Inspiration• Innovator • Charismatic• Empower• Listener/communicator• Theorist, reflectors and

activators• Risk takers• Someone who has followers• Visionary• Strategist • Role model


WHAT ISMANAGEMENT?

WHAT IS LEADERSHIP?


IDENTIFY THE 5 MOST IMPORTANT:

LEADERSHIP - ATRIBUTES/SKILLS/BEHAVIOURS

PLACE IN RANK ORDER


• Empowerment• Visionary• Communicator• Aspirational / Inspirational• Empathy• Innovator / risk taker• Focussed• Strategist• Tenacious

Leadership

Engagement

Disciples with followers

Knowledge to do the right things


• Planning

• Setting Goals

• Monitoring

• Controlling

• Improving

• “Doing things right”

• Efficiency

• Budgeting

• Strategic thinking

• Self control

• Aligning

• Inspiring

• Innovating

• “Doing the right things”

• Effectiveness

• Persevering

• Getting along with others

• Opening doors

• Innovating• Coaching

• Developing others

• Networking

• Acting as a role model

• Creating a climate

Managing

LeadingTransactional Transforming

Managing and Leading

Management Leadership


The role of leadership …

… focusing all energy on achieving the purpose

Leadership Lens

Purposeenergy in the organisation


Stages of team development

• Impersonal• Guarded• Dependant on leader• Tentative• Establishing

expectations

3 NORMING3 NORMING

2 STORMING2 STORMING

1 FORMING1 FORMING

4 PERFORMING4 PERFORMING

• Confronting, blaming• Not listening• Rebelling• Reacting• Trying to control

• Clarifying roles• Developing skills• Open feedback• Listening• Development processes• Emerging group

identity/cohesion

• Trusting• Very open• Supportive• Inter-dependant• Collaborative• Mutual commitment• Goal focused


Insight ForesightPurpose/Values/

Vision

Evaluation Operating ModelCore processes

Strategy Model

Leadership Dimension

Management Dimension



Vision


Business EnvironmentClimate - cultureStakeholdersEmployee CapabilityEnvironmentResources

Why are we here?What underpins our approach?What will good look like?

Success Model(big ticket items andmeasures) Stakeholder mapping

BreakthroughsStrategic initiativesMilestone identificationPrinciples and PoliciesBehavioural Standards

Core and critical competenciesFinance, Marketing, Admin, Operations, Communications etc.

Balanced ScorecardPeople dimensionsCustomersLeadershipInnovation

Strategy Model


Hewlett-Packard

Matsushita

Purpose Statements


How organisations describe their core purpose

• 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

• To experience the sheer joy that comes from the advancement, application and innovation of technology that benefits the general public

• To elevate our national culture and status

• Being a pioneer – not following others, but doing the impossible

• Respecting and encouraging each individual’s ability and creativity

• To provide something for everyone

• To be fair, accurate and impartial

• To provide value for money

• To improve people’s access to their services

• To be accountable and responsible

• 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

• Quality – the consumer is our boss, quality our work and value for money our goal

• Responsibility – as individuals, we demand total responsibility from ourselves; as associates, we support the responsibilities of others

• Mutuality – a mutual benefit is a shared benefit; a shared benefit will endure

• Efficiency – we use resources to the full, waste nothing and do only what we can do best

• Freedom – we need freedom to shape our future; we need profit to remain free

• 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

• 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

• 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

Can you identify which organisations describe themselves in the following terms?

A

B

C

D

E

F

G

H


Welcome – Day 2

Nikki EnochMike Fitzjohn

John SmithDave Robinson


Reconnect•Strategy Model

Progress•Purpose, Vision, Values

Big ticket items

Consultation framework

Story Board

Communications

Action Review

Day 2



Vision


Business EnvironmentClimate - cultureStakeholdersEmployee CapabilityEnvironmentResources

Why are we here?What underpins our approach?What will good look like?

Success Model(big ticket items andmeasures) Stakeholder mapping

BreakthroughsStrategic initiativesMilestone identificationPrinciples and PoliciesBehavioural Standards

Core and critical competenciesFinance, Marketing, Admin, Operations, Communications etc.

Balanced ScorecardPeople dimensionsCustomersLeadershipInnovation

Strategy Model


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


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.


• Values, respects and includes all– views and attitudes– valuing the rights of everyone

• fit and healthy• living in a safe • culture that listens to each voice

• Open– to involvement and engagement– to criticism– to ideas

• Decisive, creative and innovative– taking risks

• Enjoyable• Client focus• Effective and efficient

– achieves what it says it will do in through optimum use of resources• Excellent

– organisational performance– continuous improvement

Suggested Values

Definition: deeply held belief

values

behaviours

attitudes


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


• Produce a sport and physical activity strategy– Realistic, deliverable, framework for local plans, change needed, attract new

• Consultation– 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 – Share good practice and lessons learnt

• Establish baseline data– Each LA & NGB: co-ordinated and standardised for collecting, analysing & updating

• Better promotion of Cumbria Sports Partnership– Marketing and communication, tools for all partners (e.g. newsletter)

• Cross sports working– Multi sports and multi skill clubs, – Facilities, officers, PDMs, CSCs, NGBs,

• Centralised resources– Funding, officers, information, education and training

Let’s get our act together (sports focus) first before significant expansion

Big Ticket ThemesSports 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

Areas for ImprovementSports Development Forum


OpportunitiesSports Development Forum

The Cumbria Cyclops

One vision

One body

Many arms


Project Drivers

Time

Cost Quality of provision


ConsolidatedBig 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


StructuresSuggestions

Networks• Autonomy

– Agree role of Leadership Team & Board• Cumbria Sports Board

– Composition, role, remit: now and future• Existing Networks

– Map (2 months), categorise, prioritise, thematic and geographic spread• 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.


ResearchSuggestions

Aspects to explore:Baselines• Year 9 and Adult Surveys - Share findings• Participation in HE/FE • Facilities Baseline• Coaches/People Baseline• Clubs Baseline• Pre School Baseline• Health Baseline• Finance BaselineOther Research/Information• District data potential role in developing templates for information collection at District level,

e.g. facility usage, clubs, volunteers, coaches, etc.• Local Impact - suggest backing up big Countywide databases with more quantitative

monitoring/evaluation studies of impact of local projects.• Barriers to Participation • Use of Facilities/Customer Satisfaction • Social/Economic Data • Impact of Sport on Skills, Jobs etc • County Council Information Unit - as possible data source• 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


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


Marketing & CommunicationSuggestions

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



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



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


ImplementationSuggestions

Role of CSPHelping 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


Consultation Framework

Identify:

• Who (maximum of 3 per table)?

• Why?

• What for (value)?


Story Board

• To present as ‘work in progress’

• To seek responses


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

vaga associates enquires: 07989 351047 welcome – day 1 nikki enoch mike fitzjohn john smith

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