Sporting Workforce Strategy

1. Sporting Workforce Strategy Story Board

2. Desired Outputs & Outcomes

3. Brief Aim • Research & develop strategy with priorities for • Future actions • Resources Outputs • Current and future demands of coaching workforce • community, school partnership, LAs & sports setting • Definition and understanding of employers network • Future priorities, actions and targets for partners

4. Your Key Questions in May • What is my role and that of others? • How do we: • Manage employers expectations of coaches? • Plan for requirements 5+ years? • Use evidence effectively/successfully? • Ensure inclusively and equity? • Sell the concept to funding partners? • Overcome the barrier of ‘not another initiative’? • Will the strategy be rolled out across Leics.? • Build partnerships amongst the different agencies?

5. Reconnecting in August What you want out of the Strategy • Clarity – all moving in one direction • Commitment – buy in from partners • To be in a position to maximise opportunity • A coordinated framework • Analysis of employers • Skills gap identified • Common tools relating to employment • A Braunstone Strategy that fits a wider LLR Strategy • A fully inclusive strategy • A practical strategy (to use not sit on shelf) • Resources – to progress and fill gaps • This group to be champions for the project

6. Workforce Achievements Since May 2004 • Successful Community Sports Coaches Bid (£410k total) • Successful European Social Fund Award (£180k) • Started to set up team of School Sports Coordinators and Primary Link Teachers • Coordinated a coach education course • Organised a football coach development course • Developing a mentoring scheme (rugby) • Employed someone • Made a contract worker permanent • Recruited volunteers

7. Approach & Tools

8. Workplace Settings • Schools – King Edward VII, Coalville • Community – Braunstone, Leicester • Borough • Charnwood • Hinckley & Bosworth • Sports • Rugby • Swimming

9. Approach • You lead in the settings • With our support (Vaga Assocs.) • We lead in ‘county analysis’(Vaga Assocs.) • With your support • Considerations/options • Individual or sample interviews • Interactive workshops • Analysis of existing information and questionnaires • Share and embed learning • All to champion the work

10. Changes since Mayto be factored in • CSCS • £410k scheme • 5fte coaches • 37 pt coaches • 10 sports (multi and outdoor sports) • 42 different partners/settings • European Social Fund Disability Project • £180k project • 40 coaches • Sports coach UK • World Class Coaching • Outcome based strategy • Baseline research • Coach recruitment plan • Service Level Agreement to be negotiated • Case Study • In2sports Ltd • Conference opportunity • Under the remit of the ‘new’ Partnership

11. Definitions Coach • Anyone who delivers or assists the delivery of a sporting, recreation or physical activity Level one • Able to assist the delivery of an activity; basic understanding of delivering an activity; enthusiastic, well-motivated and good role model Level two • Able to plan and deliver a programme/session; supervise level one coaches and work unsupervised

12. Mastery Skill Knowledge Competencies Technical Personal Managerial Other Roles Coach 1 Coach 2 Coach 3 Coach 4

13. Employers Questions What… • Does it do? • Type and level of sport? • Recruitment and selection processes? • Management, development & retention practices? • Existing baseline data? • Difficulties and issues? • Aspirations / growth potentials? • Does success look like? • Support needs?

14. Strategy ‘Strategy’ has many definitions. Mintzberg’s ideas are wider than most: • a plan, some consistently intended course of action • a pattern which emerges over time • a position which provides for competitive advantage • a perspective or abstraction which exists in the minds of people

15. Strategic Framework Insight Purpose/Values Foresight Business Environment Climate - culture Customers Employee Capability Environment Resources Why are we here? What underpins our approach? Vision and Objectives Success Model Relationships Evaluation Core processes Operating Model Core competencies Finance, marketing, Admin, Engineering, Operations etc. Strategic initiatives Breakthroughs Milestone identification Principles and Policies Behavioural Standards Balanced Scorecard People dimensions Customers Leadership

16. Relationship Mapping • Identify the organisations in your network • Write a list of the organisations with who you interact and are key to your future success. • Plot the names on a relationship map. For example: Size of this bubble indicates the importance of that organisation in your future success – the bigger the circle, the more important they are Organisation You Length of this line indicates the closeness of the relationship – the shorter the line, the stronger the relationship What conclusions do you draw? • Are some relationships that are well established that will look after themselves for a while? • Are there some (large bubbles) you need to develop stronger relationships (long lines)? • Make a note of the relationships that need attention

17. Good Relationships LAs NGBs Clubs Areas for Improvement Education Community sector Commercial sector Employment network Conclusions from Relationship Maps Combined network = complementary picture

18. Key Components Pressure for change Clear shared vision Capacity for change Actionable first steps Model the way Reinforce and solidify change Evaluate and improve Consequences (if component is missing) Bottom of the box Quick start - fizzes out Anxiety, frustration False starts Cynicism & mistrust Back to old ways Stagnate Managing Change

19. Break Through Actions Evidence of impact: Employment Economic impact Health Common standards for Recruitment Deployment/employment Careers advice for sports services Professional and supported workforce Basic Actions Complete assessment Political impact Member/leader involvement Enough people trained to meet increasing demand Qualified coaches available when needed Workforce development fits with facility and activity development Communication, coordination and moving in one direction Suggested Actions from August event

20. Route Map Training Event 1 x setting: Employers (Braunstone) Shared Learning & Planning 6 x settings: Employers &Employees Shared Learning & Planning Workforce Conference

21. Achievements & Changes

22. Support available Interview questionnaire Competency matrix Planning Meetings Hinckley and Bosworth King Edward VII SAZ Employers list Employers map 30% sample interviewed Initial analysis Achievements

23. SAZ Employers

24. Approach • Devise list from existing knowledge • Include post codes • Test out and refine interview questions • One to one interviews • Some a few minutes over telephone • Others an hour long interview • All eager to talk – some first time contacts • Record response to standard format • Map employers and employees • Begin analysis

25. Early Analysis • Workforce • 40 for existing activities (pro-rota = 160 for Braunstone) • From a few organisations (important relationships needed) • Less than 50% from Braunstone area • Approximately 50% paid and 50% volunteers • Where next? • Most hadn’t thought about it until asked • Those who had – had very detailed plans • Majority looking to grow – 50% increase (up to 60) • Emerging themes • No real surprises – now have quality research • Recruitment mainly through word and mouth/contacts • Limited skills development (with exceptions) • Most constrained by funding • Most have articulated practical aspirations • All receptive to project/approach/involvement

26. Value • Providing quality information • Engaging the workforce network • Some for the first time • Seeing it from different perspectives • Feel more ‘in control’ to be able to offer better service • Anticipate needs • Plan ahead • Identify demand for courses, skills training & gaps • Put those who want something with those who can deliver • Provide the basis of a directory • Increase awareness and credibility of SAZ

27. Actions for the next phase (Aug-Sept)

28. Agreed ActionsSee detailed action plan Employers • Compile list • Design & test questionnaires & explore need for self completion tool • Design & test competency matrix • Agree approach for each setting • Complete assessments in all settings Employees • Braunstone to help design support package and to pilot • Agree and undertake work in each setting Outstanding Matters • Data analysis • Countywide strategic fit with ‘big hitters’ Hold dates • 28th Sept – learning event • 19th Oct or 2nd Nov - conference

29. Contact Details Noel Haines (LLR) 0116 333037 Nikki Enoch 079898 351047 Nikki@vagaassociates.com