Sporting Workforce Strategy

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Sporting Workforce Strategy

• Story Board

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• Desired
• Outputs
• Outcomes

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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

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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?

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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

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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

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• Approach
• Tools

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Workplace Settings

• Schools King Edward VII, Coalville
• Community Braunstone, Leicester
• Borough
• Charnwood
• Hinckley Bosworth
• Sports
• Rugby
• Swimming

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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

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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

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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

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Competencies Technical Personal
Managerial Other
Roles Coach 1 Coach 2 Coach 3 Coach 4




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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?

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Strategy

• Strategy has many definitions. Mintzbergs
• 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

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

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Conclusions from Relationship Maps

• Good Relationships
• LAs
• NGBs
• Clubs

• Areas for Improvement
• Education
• Community sector
• Commercial sector
• Employment network

Combined network complementary picture
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Managing Change

• 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

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Suggested Actions from August event

• 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

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Route Map
Training Event
1 x setting Employers (Braunstone)
Shared Learning Planning
6 x settings Employers Employees
Shared Learning Planning
Workforce Conference
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• Achievements
• Changes

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Achievements

• Support available
• Interview questionnaire
• Competency matrix

• Planning Meetings
• Hinckley and Bosworth
• King Edward VII
• SAZ
• Employers list
• Employers map
• 30 sample interviewed
• Initial analysis

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SAZ Employers
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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

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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 hadnt 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

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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

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• Actions for the next phase
• (Aug-Sept)

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Agreed Actions See 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

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• Contact Details
• Noel Haines (LLR)
• 0116 333037
• Nikki Enoch
• 079898 351047
• Nikki_at_vagaassociates.com