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www.skilzacademy.org.uk
STRATEGICPLAN
2018 - 2021
SKILZA C A D E M Y
2 STRATEGIC PLAN
FOREWORD
William Mitchell
ChairSkilz Academy
In a very short time Skilz Academy has firmly
established itself as one of the premier charitable
organisations in Dundee and Angus. We are well
known within the communities that we operate as a
charity that has the highest standards and principles.
We will shortly bring our other sports classes on stream
and it is an exciting time for us, our partners and the
local communities we serve. Currently operating 6 days
a week we hope to offer more classes and give more
opportunities to local people to experience our
sessions and the opportunities we offer.
This strategic plan has been produced to clearly show
what the long-term strategic aims of Skilz Academy are
and the benefits they bring. It has been produced in
consultation with, and attempts to address the priorities
of our board of trustees, our service users, supporters
and funders.
Skilz Academy, as is the case with many charities,
faces difficult and challenging times ahead. However
there are many opportunities ahead for us to develop
locally, regionally and nationally. We will address
the challenges we face by working hard, being creative
and working with our partners at all times.
Skilz Academy’s overarching aim is to use the power
of sport to make a positive impact on the lives of the
people in our communities. We will do this by offering
first class coaches, excellent facilities and programmes
that meet the needs of the people in our communities.
I would like to thank the hard work of our board of
trustees, our staff, service users, partner organisations,
parents and the many volunteers who have offered us
assistance and helped in establishing the charity.
The board will continue to help, support and challenge
everyone that is connected with Skilz Academy to ensure
that we continue to meet our high standards and meet the
needs of our community and offer opportunity to everyone
that lives here.
If you have any questions regarding this plan please feel
free to contact me on or via email at
3 STRATEGIC PLAN
A LISTENING & ENGAGING ORGANISATION...
WHAT WE HAVE LEARNT
Our ability to respond to need and to work in partnership
is based on the skills and expertise of our people.
We must continue to build on this and be recognised by our
service users, partners and regulators as an organisation
operating to the highest possible standards.
It is of vital importance that we continue to manage our
approach to quality and service improvement through the
application of robust adherence to our policy and procedures.
CONSULTATION AND ENGAGEMENT
SKILLS AND EXPERTISE TO RESPOND
There is a desperate need for our work, based on feedback
from the people who use our services, continuous review of
our programmes and in consultation with our partners across
statutory, business and 3rd Sectors.
The power of engagement in sport is clear, this engagement
can take many forms including volunteering, participating and
attending live sporting events. There are positive outcomes
for all of these different forms of engagement.
Our consultation showed that different people have different
needs but the universal power of sport and physical activity
came through very strongly and we share this feeling.
4 STRATEGIC PLAN
The voice of our service users and expertise of our partners
are powerful resources and we will use these resource to
provide programs that are of benefit to the people and
communities that we operate in.
We will share this information with local sporting clubs so that
all can benefit from these resources.
We will become recognised as a valuable partner experienced
in service delivery and innovation.
We will harness resources, skills and expertise across organisations.
We are prepared to develop partnerships and find innovative ways
of meeting the needs of our service users.
USER LED INNOVATION
COMMITTED TO CO-DESIGN AND PARTNERSHIP
Skilz Academy will make a difference in the lives of individuals and our
partners by:
• Prioritising the health and well being of service users.
• Using high quality staff and promoting the use of best practise
• Being accessible to all members of society.
• Providing opportunity to all members of our society regardless of age,
ability or social background.
• Creating a lasting legacy in our communities
• Using the voice of service users in co-production, policy and strategy
development.
• The creation of a Feedbook Forum for service users
OUR PRIORITIES
5 STRATEGIC PLAN
THE STRATEGIC CONTEXT...
OUR STRATEGIC OUTCOMES The physical benefits of participating in sport
are probably the most obvious. Sport helps
strengthen bodies, develops co-ordination and
promotes physical fitness.
Physical fitness helps combat major-health
issues such as obesity, heart disease and
diabetes.
Sport increases energy levels and leads to more productive individuals.
Physical Wellbeing
Mental and Social Wellbeing
Taking part in sport is proven to have many mental and social
benefits including:
- Promoting teamwork
- Improving mood and concentration
- Boosting self-confidence
- Reducing stress and promoting healthy sleep
- Making new friends
- Combating social isolation
- Fostering a sense of community
- Teaching responsibility
6 STRATEGIC PLAN
The benefits of taking part in sport continue away
from taking part and lead to:
- Opportunity
- Personal Growth
- Life long friendships
- Teaching life skills
- Networking
- Volunteering
- Coaching
- Passing on a love of sport
Sport is strong force in developing our communities and has
shown to:
- Improve school attendance and educational performance.
- Promote community safety and reduce crime.
- Improve employability chances.
- Contributes to community and regeneration.
- Increases reasons to remain within our communities.
- Promote investment in facilities
Individual Development
CommunityDevelopment
Local Sporting Network
Skilz Academy can strengthen our local sports
network
- Working with community groups
- Sharing best practise
- Offering training and mentorship opportunities
- Raising awareness of local clubs
- Attracting investment
Pro
gra
ms t
hat
meet
the n
eed
so
f o
ur
users
an
d e
nab
le t
hem
to e
ng
ag
e in
sp
ort
an
dp
hysic
al acti
vit
y
Pro
gra
ms t
hat
meet
the n
eed
so
f o
ur
‘elite
’ an
d p
ossib
lep
rofe
ssio
nal sp
ort
sm
en
an
dw
om
en
an
d g
ive o
pp
ort
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itie
s t
o im
pro
ve a
nd
ad
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ce.
Pro
gra
ms t
hat
meet
the n
eed
so
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ort
s c
lub
s t
o h
elp
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gth
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mb
ers
, tr
ain
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ase v
olu
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Maxim
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tern
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om
esti
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po
rtin
go
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ort
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s.
A m
ore
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ve,
su
sta
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le a
nd
bett
er
su
pp
ort
ed
lo
cal
sp
ort
ing
netw
ork
.
Ski
lz F
ram
ew
ork
for
our
Sport
Str
ate
gy
Pro
gra
ms
Lo
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l s
po
rtin
gn
etw
ork
7 STRATEGIC PLAN
Me
nta
l &
So
cia
lW
ell
be
ing
8 STRATEGIC PLAN
Delivering the Mission
The delivery and evaluation of
services to support both service
users and partners to deliver
programs that are of benefit and
fit for purpose.Responding to Need
A collaborative approach to the
way we develop services based
on co-production, assessed
need and best practice.
Achieving the Vision
Changing policy and
attitudes to achieve an
inclusive society for all.A Listening, Engaging Organisation
Supporting the voice of
service users and partners.
OPPORTUNITY
•
CHOICE
•
INCLUSION
SKILZ JOURNEY OF CHANGE
9 STRATEGIC PLAN
VALUES WHAT THIS MEANS
Together We are committed to ensuring that our services are developed in partnership. We believe we work at our best in active collaboration with our service users, staff and partners.
Inclusive We recognise the importance of a diverse and inclusive community and we will make certain that everyone has an equal opportunity to make a contribution and this contribution is valued.
Respect We will guarantee that respect is at the centre of high quality, person centred support and our services will be delivered with dignity, care and compassion.
Achieve We believe in ensuring that everyone involved within our organisation can achieve their full potential. Our ambition is to be recognised for our ability to deliver at an individual, team and organisational level.
Resiliant We aspire to be an adaptable, forward thinking and resilient organisation that sees difficult situations as an opportunity. We will support each other to ensure we have the individual and collective strength to achieve this.
VISION
MISSION We are devoted to building a brighterfuture through sport - improving health
& well-being, developing life skills,improving opportunity and building
stronger communities.
The empowerment of people andcommunities through sport
10 STRATEGIC PLAN
KEY QUESTIONS WHAT THIS MEANS
How we will support individuals and communities
We will design, develop and deliver dynamic person centered programssupporting individuals, our local partners and the.communities in which we live and oporate.
We will work with people of all ages, abilities and social backgrounds to enable them to participate in sport
We will support our service users to develop their abilities, social skills, personal leadership capabilities and in doing so become role models for their communities.
We will continue to develop strong relationships with a range of partners including local colleges, the housing sector, Health and Social Care Trusts, employers and local community groups to create new opportunities for our service users.
How we will manage our resources
We will manage and allocate our financial and other resources in a transparent manner to enable us to develop and deliver exceptional services
We will ensure that we protect, optimise and grow our resources to provide a strong base upon which to operate and develop our services. As an organisation, we will:
• ensure an effective risk management system
• operate a robust performance management system
• carefully manage our finances
• use our resources to support our service users
• maximize the potential for relevant growth
We will look beyond the numbers of service users taking park to
ensure that we create a positive experience in people’s lives.
11 STRATEGIC PLAN
KEY QUESTIONS WHAT THIS MEANS
How we will manage our systems
We will work to the highest possible standards and continuously improve the organisation to ensure we meet customer andour partners needs
We are committed to delivering excellent services, to achieve thiswe will focus on meeting exacting professional standards in all aspects of our work
We will use recognised quality standards to support continuous improvement and quality assurance. Our work will be underpinned by strong systems and an efficient infrastructure to ensure we meet all regulatory requirements and exemplify best practice
We will ensure our work is carried out honestly, ethically and
contributes to enhancing our communities and environment
How we will develop our people
We will continue to build a competent and resilient organisation that is responsive to changing needs and committed to innovation and excellence
We will strive to develop working relationships within Skilz and partnerships so that our staff consistently deliver excellent service. An important part of this will include continually developing our staff via training and training in best practice.
We will continue to respond to the changing needs of our people and remain committed to listening to potential service users and local community to ensure that we co-produce innovative solutions
We will position the organization to meet the changing needs of our service users and partners to promote positive attitudes based on inclusion, enjoyment, choice and innovation
We will actively promote Skilz Academy and engage with key decision-makers to influence change and secure resources
12 STRATEGIC PLAN
BENEFITS OF & RECREATION TO AND OUR SPORT PEOPLE COMMUNITY
13 STRATEGIC PLAN
££
BENEFITS OF & RECREATION TO AND OUR SPORT PEOPLE COMMUNITY
www.skilzacademy.org.uk
SKILZA C A D E M Y
Skilz Academy
E info@skilzacademy.org.uk
www.skilzacademy.org.uk
Skilz Academy (known as Skilz) is a Scottish Charitable Incorporated Organisation (SCIO) Scottish Charity Number SC047883
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