Sporting Workforce Strategy

1
Sporting Workforce Strategy

• Training Event
• 11th August 2004
• Welcome
• Nikki Enoch and Jeremy Harries

2
Agenda

• Introductions
• Reconnecting
• Story Board
• Learning tools
• Strategic framework
• Successful change model
• Employers dimension sharing learning
• Employees dimension next phase
• Outstanding matters
• Agreed actions

3
Reconnecting

• One thing
• Youve done towards developing workforce in
  Leics.
• You hope to get out of todays event
• You want from the strategy

4

• Storyboard

5
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

6
Your Key Questions

• Last meeting
• 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?

7
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

8
Reconnecting

• One thing
• Youve done towards developing workforce in
  Leics.
• You hope to get out of todays event
• You want from the strategy

9
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?

11
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

• Good Relationships
• LAs
• NGBs
• Clubs

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

Complementary Maps
13
Workplace Settings

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

14
Approach

• You lead in the settings
• With our support
• We lead in county analysis
• With your support
• Considerations/options
• Individual or sample interviews
• Interactive workshops
• Analysis of existing information and
  questionnaires
• Share and embed learning
• Champion the work

15
Route Map
Training Event
6 x settings Employers
Shared Learning Planning
6 x settings Employees (workforce)
Shared Learning Planning
Workforce Conference
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Actions

• Employers list
• Questionnaires devised
• Competency matrix devised
• Meetings and workshops held
• Dates agreed
• 28th Sept learning event
• 19th Oct or 2nd Nov - conference

17

• Achievements
• Changes

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Achievements

• Support
• 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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Changes

• CSCS
• 5fte coaches
• 37 pt coaches
• 10 sports (multi and outdoor sports)
• 42 different partners/settings
• Sports coach UK
• World Class Coaching
• Outcome based strategy
• Baseline research
• Coach recruitment plan
• SLA
• Case Study
• In2sports Ltd
• Conference opportunity
• New Partnership

21

• Learning Tools
• Strategic Framework
• Managing Change Model

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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

23
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
24
Strategy

• Is not
• .the status quo!!!!
•  

25
Managing Change Model

• Key Components
• Pressure for change
• Clear shared vision
• Capacity for change
• Actionable first steps
• Model the way
• Reinforce and solidify change
• Evaluate and improve

26
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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Exercise

• Agree a really good example from Leics.
• Test model
• Apply model to workforce strategy
• Outputs
• Agree three actions that would make a difference
• One basic
• One breakthrough
• Record on flip chart

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• Employers Dimension
• SAZ
• Tools process
• Findings, analysis and value
• Applying to other Settings

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Tools and Process

• Victoria and Caron

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Exercise

• Discuss SAZ employer responses
• Outputs
• List conclusions

31
Findings and Value

• Victoria and Caron

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• Employees Dimension
• Purpose
• Key questions
• Approach
• Support
• Discuss!

33
Outstanding Matters

• Open Forum

34
Agreed Actions

• Open Forum

35

• Thanks