County Sports Partnerships

1
County Sports Partnerships Towards an
Excellent Service
2
Workshop Outcomes

• Continuous Improvement and Excellence
• CSP TAES Framework
• Planning and defining scope
• Self Assessment
• Improvement planning
• Validation
• Peer support
• Your plans and process.

3
The Challenges

• Changing customer needs expectations
• Changes in lifestyle habits
• Growth in service providers
• Public sector improvement agenda
• Wanless Reports on health
• Government health agenda
• The Game Plan
• Carter Review

4
The Response

• National Framework for Sport
• Regional Sports Plans
• The Single System for Sport
• County Sports Partnerships
• Community Sports Networks
• Improvement agency for sport
• and
• Renewed use of continuous improvement and
  Excellence tools and techniques

5
Improving personal team performance

• Leadership
• Coaching
• Selection
• Teamwork
• Training
• Facilities
• Medical/diet support
• Performance monitoring.

6
Why do we treat our sport participants different
to our sport organisations
?
7
Towards an Excellent Service?

• Framework and tools to assist continuous
  improvement
• Establishes the cause of successful results.

8
Continuous Improvement

• The design of the service needs to improve
  continually
• and
• How the organisation works in all areas of its
  operation affects the service and therefore needs
  to be improved

9
We should accept that.

• Your organisation and its people need to improve
  continuously
• It is always possible to improveif you know
  how!
• This is not a criticism, a weakness or a problem
• The clever organisations regularly identify areas
  for improvement in an objective, positive way
• Learning from others is vital.

10
TAES.

• Originally for local authority leisure cultural
  services departments
• Adaptable for other sport based organisations
• County Sport Partnerships
• Governing Bodies
• Adaptable to other functions.

11
The A Team!

• Sport England
• ODPM DCMS
• Audit Commission
• IDeA
• ILAM, ISRM and NASD
• CLOA
• LGA
• Local authority CSP practitioners.

12
Objectives of TAES

• Self Assessment improvement planning
• A vehicle for delivering National Frameworks
  (e.g. for sport) and national priorities
• Basis for future inspection process if
  required.

13
Builds on.

• EFQM Excellence Model
• Chartermark
• Quest
• Investors In People
• CRE Equality Standards
• Beacon Scheme
• Best Value Inspections/CPA
• OFSTED/SSI

14
The TAES Process
Develop understanding commitment
Planning and preparation
Val
Monitor review improvement projects
Self Assessment
Val
Plan improvements
Val
Implement improvements
15
The TAES Framework

• 8 Themes
• 31 Criteria
• 129 Descriptors.

16
The 8 Themes

• Leadership
• Policy Strategy
• Community Engagement
• Partnership Working
• Use of Resources
• People Management
• Standards of Service
• Performance Measurement Learning

17
Evidence Schedules

• Appropriate
• Substantiates the judgement
• Some require 3rd party confirmation e.g. surveys,
  focus groups leadership, partnership working
• Some judgements may come from other assessment
  processes.

18
Planning and Preparation

• Establishing the scope
• Establishing the Self Assessment Team
• Obtaining stakeholder feedback
• Collating documentation records
• Implementation Plan.

19
What is Self Assessment?

• Formal, systematic, regular reviewof
• All areas of the organisation
• against
• Excellence Criteriaby
• Staff involved in the organisationResulting in
• Plans for improvement

20
Why Self Assessment..?

• Measurement
• To initiate plans for improvement
• To recognise strengths

21
Other benefits.

• The process of carrying out Self Assessment can
  also improve..
• staff awareness of organisation
• ownership of improvements
• values of continuous improvement
• teamwork

22
Self Assessment is not

• Paper chasing
• A quest for non-conformances
• Prescriptive
• Yes or No in each criteria
• About failure

23
Self Assessment Techniques...

• Consensus workshops
• Matrix
• Staff questionnaires
• Focus groups
• Stakeholder surveys
• Written performance information.

24
TAES Self Assessment Process
Establish Self Assessment Team
Review improve
Develop understanding
Collate documentation
Collect collate stakeholder feedback
Self Assessment workshops
Communicate results
25
TAES Evaluation System

• Poor
• Fair
• Good
• Excellent

26
TAES.a Reminder!

• Sport recreation organisations working Towards
  an Excellent Service
• Not a scheme, a product or process
• A journey of improvement in order to achieve
  excellent results
• Self Assessment and improvement planning at the
  heart
• Not perfuming the pig
• No end to the journey.

27
Self Assessment Protocol...

• Honesty
• Confidentiality
• Not about personal performance
• Not criticism of people
• Not criticism of Partnership
• Not about failure
• Not about problems
• No blame
• Not perfuming the pig.

28
We should accept that.

• Your organisation and partnerships need to
  improve continuously
• It is always possible to improvewith a little
  know-how!
• This is not a criticism, a weakness, a problem or
  somebodys fault
• The clever organisations regularly identify areas
  for improvement in an objective, positive way
• There is no failure, just feedback and
  results
• Learning from others is vital.

29
The TAES Self Assessment Improvement Planning
Process
Develop understanding commitment
Planning Preparation
Val
Monitor review improvement projects
Self Assessment
Val
Plan improvements
Val
Implement improvements
30

• He who asks the questions cannot void the
  answers!

31
Role of Improvement Planning

• To translate Self Assessment into.
• significant breakthrough improvements
• .and small, gradual refinements
• ..resulting in improved collective
• working behaviour.
• ... resulting in added value to the customer.

32
Consider

• Priorities
• Your resources
• Diminished return
• Existing improvement projects
• Grouping
• Underpinning cause.

33
Improvement plan document

• Live, with projects, responsibilities, deadlines
• No ongoing
• Showing achievements
• Updated as a result of review
• Integral to business/service/performance plan.

34
Breakthrough improvements...

• cannot be made in all of the
• areas for improvement
• Resources must be focused
• on what makes the
• greatest difference to the customer
• The main thing is to keep the main thing the
  main thing.

35
Typical improvement planning errors

• Too many
• Not improvement projects
• Historical basis
• Vague responsibilities
• Do not incorporate existing plans
• Lack of think time resulting in over
  simplification
• Unachievable.

36
Ownership?

• Team approach to planning
• Improvement teams
• Issue of plans and achievements
• Display of plans and achievements
• Staff meetings and workshops
• Ideas schemes
• Personal goals
• Engage Key Delivery Partners.

37
Improvement Teams

• Cross-functional teams
• allocated improvement projects
• until achieved
• then disbanded.

38
To find out how

• Ask!

39
Making the changes.
The truth of the matter is that you always know
the right thing to do. The hard part is doing
it!
40
Best Practice Benchmarking
The regular, systematic process of sharing and
seeking good practices from other organisations
and using these to assist in providing
improvement solutions
41
Validation?

• Review challenge of the Self Assessment
  improvement planning process
• to improve the Self Assessment and improvement
  plan
• and the future Self Assessment and improvement
  planning process
• whilst retaining ownership.

42
Achieved through...

• Examination of documents
• Focus groups and interviews
• Review of documentary evidence.

43
This is not

• An audit or inspection
• Consultancy
• Badge-chasing
• Paper-chasing
• Staff performance review
• Criticism
• Negative
• Because we know better.

44
Validation.?
.show us your procedures!!
45
The CSP TAES Validators?

• Sport England create resource of trained
  accredited Validators Validation Plan
• Peer from a different region, Sport England
  officer, senior local government officer,
  consultant
• External to the process
• Declare personal interests in order to ensure
  transparent objectivity
• Independent appeal panel.

46
The TAES Validation Process

• Stage 1 Pre-assessment
• Stage 2 Post-assessment
• Stage 3 Improvement plan
• Stage 4 Sign-off.

47
Criteria for establishing the scope

• Before the Self Assessment starts, there must be
  a clearly articulated understanding of the scope
  to ensure all those involved in making the
  judgements are doing so on the same basis.

48
Criteria for collecting the evidence

• Before commencing the Self Assessment there must
  be a clear understanding that evidence will be
  required to substantiate the judgements and that
  this has either been collected or will be
  collected ahead of the process
• The process for feeding stakeholder perceptions
  into the Self Assessment must have been
  considered clear plans developed to achieve
  this
• Where assessments are to be used they must be
  relevant, up to date assessments, externally
  validated and fit for purpose.

49
Criteria for planning the Self Assessment

• Plans must be established to complete the Self
  Assessment, the method of Self Assessment must be
  fully understood and a process must be in place
  to ensure the judgement is as objective as
  possible.

50
TAES Validation Stage 2 Post-Assessment

• Checking the documentary evidence
• Random checking of evidence on certain criteria
• Validation of the judgements made about the
  Partnership
• Reality checks
• Interviews focus groups with Core Team, Key
  Delivery Partners, senior leaders.

51
Criteria for Stage 2 Validation

• The judgements made (in the specified criteria)
  must be substantiated from the evidence
  available
• The judgements made about the organisation must
  be a fair reflection of its current position
• The improvement priorities emerging from the Self
  Assessment must be justifiable.

52
TAES Validation Stage 3 Improvement Planning

• Discussion improvement plan review to
  establish
• The inclusion of all the areas requiring
  improvement along with a sense of priority in
  terms of what will have the biggest impact
• The level of commitment and accountability for
  the actions required
• The resource availability to enable the actions
  to be implemented in the timescales proposed
• The project management and monitoring
  arrangements in place to ensure the actions occur.

53
Criteria for Stage 3 Validation

• The improvement plan must be appropriate and
  realistic and capable of leading to improvement.
  

54
TAES Validation Stage 4 Sign-off

• Confidence that each stage is objective,
  transparent meets the Validation Criteria
• Feedback and report at each stage
• Signed report sent to CSP, and Regional office
• Reasons identified for not signing off
  improvement action
• Dispute procedure invoked if necessary.

55
TAES Validation the Value?

• Accurate Self Assessment value-adding
  improvement plan
• Improved future process
• Enhanced values habits of continuous
  improvement
• Recognition and confidence
• Enhanced understanding of the Partnership and the
  agencies within it.

56
TAES Self Assessment improvement the Value?

• Improved collective working behaviour
• Improved partnerships
• Recognition and confidence
• Recognised best practice.

57
leading to

• Improved customer staff satisfaction
• Improved efficiency
• Improvements in health well-being through sport
• Increased recognition, respect profile.