Download - 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
Vaga AssociatesEnquires: 07989 351047
Us
Best in Best in BusinessBusiness
Best in Best in SportSport
Specialise in County Specialise in County Sports PartnershipSports Partnership
Vaga Associates
Vaga AssociatesEnquires: 07989 351047
FundamentalsCounty Sports Partnerships
Communities Sports
School/Education
Added Value
Vaga AssociatesEnquires: 07989 351047
Our Brief
Help us to:• Complete the review
• Devise a strategy
• Propose a structure
• Agree the change process
Vaga AssociatesEnquires: 07989 351047
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)
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
Scene Setting
Introductions and talentsearch
Management vs. Leadership
Strategy model
Values – Purpose – Vision
Big ticket items and key issues
Day 1
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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!!
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
WHAT ISMANAGEMENT?
WHAT IS LEADERSHIP?
Vaga AssociatesEnquires: 07989 351047
IDENTIFY THE 5 MOST IMPORTANT:
LEADERSHIP - ATRIBUTES/SKILLS/BEHAVIOURS
PLACE IN RANK ORDER
Vaga AssociatesEnquires: 07989 351047
• Empowerment• Visionary• Communicator• Aspirational / Inspirational• Empathy• Innovator / risk taker• Focussed• Strategist• Tenacious
Leadership
Engagement
Disciples with followers
Knowledge to do the right things
Vaga AssociatesEnquires: 07989 351047
• 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
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The role of leadership …
… focusing all energy on achieving the purpose
Leadership Lens
Purposeenergy in the organisation
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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
Vaga AssociatesEnquires: 07989 351047
Insight ForesightPurpose/Values/
Vision
Evaluation Operating ModelCore processes
Strategy Model
Leadership Dimension
Management Dimension
Vaga AssociatesEnquires: 07989 351047
Insight ForesightPurpose/Values/
Vision
Evaluation Operating ModelCore processes
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
Vaga AssociatesEnquires: 07989 351047
Hewlett-Packard
Matsushita
Purpose Statements
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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
Vaga AssociatesEnquires: 07989 351047
Welcome – Day 2
Nikki EnochMike Fitzjohn
John SmithDave Robinson
Vaga AssociatesEnquires: 07989 351047
Reconnect•Strategy Model
Progress•Purpose, Vision, Values
Big ticket items
Consultation framework
Story Board
Communications
Action Review
Day 2
Vaga AssociatesEnquires: 07989 351047
Insight ForesightPurpose/Values/
Vision
Evaluation Operating ModelCore processes
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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.
Vaga AssociatesEnquires: 07989 351047
• 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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
• 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
Vaga AssociatesEnquires: 07989 351047
• 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
Vaga AssociatesEnquires: 07989 351047
OpportunitiesSports Development Forum
The Cumbria Cyclops
One vision
One body
Many arms
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Project Drivers
Time
Cost Quality of provision
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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
Vaga AssociatesEnquires: 07989 351047
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.
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
Marketing & CommunicationSuggestions
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
Vaga AssociatesEnquires: 07989 351047
Marketing & CommunicationSuggestions
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
Vaga AssociatesEnquires: 07989 351047
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
Vaga AssociatesEnquires: 07989 351047
Consultation Framework
Identify:
• Who (maximum of 3 per table)?
• Why?
• What for (value)?
Vaga AssociatesEnquires: 07989 351047
Story Board
• To present as ‘work in progress’
• To seek responses
Vaga AssociatesEnquires: 07989 351047
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