Business Plan 2015-17 · `2 . LEICESTER-SHIRE & RUTLAND SPORT (LRS) BUSINESS PLAN 2015-17 . Foreword . We are delighted to present the 11th annual report of Leicester-Shire and Rutland

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Business Plan

2015-17

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LEICESTER-SHIRE & RUTLAND SPORT (LRS) BUSINESS PLAN 2015-17 Foreword We are delighted to present the 11th annual report of Leicester-Shire and Rutland Sport. The report celebrates our vision, outcomes and ambitions contained within our Strategic Plan 2013-17. This has been a year of significant challenge for our partners and this report celebrates their achievements as we work towards making Leicestershire, Leicester and Rutland the most sporting and physically active place in England. Our partners from across our network have contributed in many ways at both a local and national level – helping us to remain focused on achieving this shared vision. This has been a year of growth during which we have continued to ensure that our priority remains on getting investment at a local level to ensure that more people, participate in sport and physical activity, more often. During the last year we have worked closely with our partners to invest nearly £3.5 million of resources to support sport and physical activity in our area. This funding reaches local initiatives, projects, facilities and programmes, in communities across Leicestershire, Leicester and Rutland. The partnership working and collaboration required to secure investment of this level is testimony to the joint work and open approach that LRS, as a partnership, fosters. Our partners recognise, as do the LRS Board, the high level of expertise and professionalism that exists within LRS team who support and lead on many of the joint projects that are undertaken. As a board we aim to stimulate and support a spirit of innovation and enterprise across our partnership – helping to ensure that our developing reputation as a leading County Sport Partnership (CSP) is maintained and enhanced. The values of the partnership and in particular our ways of working together are foundations of building a great CSP– we are committed to ensuring that LRS remains one of the strongest in the country . We recognise that there is much more to do and look forward to working with colleagues and partners s over the coming year to help our area to be the most active and sporting area in England by 2025.

Andy Reed OBE Bill Cullen John Byrne Chairman Vice- Chairman CSP Director Leicester-Shire and Rutland Sport Leicester-Shire and Rutland Sport Leicester-Shire and Rutland Sport

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Contents Introduction to

Leicester-Shire & Rutland Sport (LRS) Page 4 Operating Structure Page 6 Strategic Framework Page 7 Ambitions Page 8 Business Plan Page 9 Business Culture & Way of Working Page 9 Office Base Page 10 Business Cycle Page 11

Resources Premises Page 12 Finance & Funding Page 12 Staffing Structure Page 13

Marketing & Communication Page 14 Risk Assessment Page 16 Strategic Context Page 17 _____________________________________________________________ From Ambition to Action Page 18

Guiding Principles Young People Adults Places to Play Legacy Clubs & Pathways

______________________________________________________________ Appendices Page 38

Appendix 1 LRS Approach Appendix 2 LRS Board Appendix 3 Income /Expenditure & Financial Forecast Appendix 4 LRS Risk Register 2015-16 Appendix 5 LRS Core Team Appendix 6 LRS Board Members

Glossary

• ASB: Anti-Social Behaviour • APS: Active People Survey • AT: Active Together • BME: Black Minority Ethnic • BSF: Building Schools for the Future • CSCOPS: Cultural Services & Chief Officers

Partnership • CPD: Continued Professional Development • CSPN: County Sport Partnership Network • CPSU: Child Protection in Sport Unit • CSP: County Sport Partnership • CSSN: Coaching System Support Network • CYPS: Children & Young People’s Services • DCMS: Department Culture & Media Services • DoE: Department of Education • EFDS: English Federation Disability Sport • EIA: Equality Impact Assessment • FE: Further Education • FESCO: Further Education School Co-ordinator • HE: Higher Education • LA: Local Authority • LCC: Leicestershire County Council • LEP: Local Economic Partnership • LLR: Leicestershire, Leicester & Rutland • LSA: Local Sport & Physical Activity Alliances • LRS: Leicester-Shire & Rutland Sport • LSTF: Local Sustainable Transport Fund • LU: Loughborough University • ME: Monitoring & Evaluation • MOS: Minimum Operating Standards • NGB: National Governing Body • NHS: National Health Service • PA: Physical Activity • PDR: Performance Development Review • PE: Physical Education • P2P: Player to Podium • PPG17:Planning Policy Guidance 17 • PM: Performance Management • RAG: Red, Amber, Green • scUK: Sports Coach UK • SDM: Sports Development Manager • SDO: Sports Development Officer • SLA: Service Level Agreements • SSA: School Sport Associations • SSP: School Sport Partnership • SSPANS: School Sport Physical Activity Networks • VAL: Voluntary Action Leicestershire • Young People – 0- 25 year olds • YST: Youth Sport Trust

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INTRODUCTION TO LEICESTER-SHIRE & RUTLAND SPORT (LRS) LRS is a multi-agency partnership committed to developing sport and physical activity throughout Leicestershire, Leicester and Rutland. We are one of five sub-regional County Sports Partnerships within the East Midlands and one of forty five across England. Our role is to bring together those involved in the:

Community Sport and Physical Activity sector: including Health and other cross cutting work areas. Sports sector: including NGBs, Clubs, Coaches and Volunteers. Education sector: including Early Years, Schools, College and University settings.

Underpinning all of our work and planning is our commitment to three guiding principles, which run through all that we do. We have a purpose (the reason we exist), a vision (the way we want it to be), a set of values that underpin how we work and a commitment to creating a single operating model for sport and physical activity in the sub region:

Guiding Principles To unlock our collective potential we need to be guided by three over-riding principles that will shape what we do:

• Safe Sport and Physical Activity Safe opportunities for taking part is important for all and essential when providing opportunities for young people and vulnerable adults.

• Fair Sport and Physical Activity Equality of opportunity is at the heart of all sport & physical activity provision within Leicestershire, Leicester and Rutland.

• Well Led Sport and Physical Activity Building a positive partnership environment where we develop good leaders, excellent communication - creating a strong voice for sport and physical activity.

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PURPOSE (the reason we exist ……… this is at the very heart of our partnership)

To make sport and physical activity accessible for all

VISION (describes the future………………… the way we want it to be)

Leicestershire, Leicester and Rutland the most sporting and physically active place in England by 2025.

VALUES

With integrity and a commitment to quality we aspire to be:

People focused Our staff, partners, coaches and volunteers are our greatest asset. Together we want to make a difference.

Outcome driven The outcome is more important than the outputs.

Dynamic We respond to opportunities and environments in a strategic and decisive manner.

Equitable & inclusive We strive to break down the barriers and make sport and physical activity accessible for all.

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OPERATING STRUCTURE (see Appendix 1) is based around:

Local Sport and Physical Activity Alliances — these are delivery ‘arms’ and are seen as the key to modernising the way sport and physical activity is delivered in the local area.

Champion Groups – advocacy and policy development platforms. These are based around the sectors we anticipate much of our work will focus: community physical activity and sport, NGB led sport and sport within the education sector (including early years, school, college and university settings).

Core Team — is focused on supporting the development of Local Sport and Physical Activity Alliances, Champion Groups and the provision of partnership-wide services (see Appendix 5 LRS Core Team).

Board — has a lead role to develop a sub-regional infra-structure that is able to make the case for sport and physical activity (see Appendix 6)

Board sub group – Business and Oversight – has responsibility for providing check and challenge to the LRS team and providing in- depth scrutiny in relation to finance, leadership and governance of LRS.

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STRATEGIC FRAMEWORK We have identified a number of longer term outcomes and ambitions to shape our journey as we strive to achieve our vision. We remain committed to delivering on the ambitions identified in our Strategy for Sport and Physical Activity 2013-17.

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AMBITIONS

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BUSINESS PLAN ALIGNMENT The Business Plan for 2015-17 outlines our planned actions and the resources needed for achieving our proposed outcomes and making progress towards achieving our vision. It should be read in conjunction with our key Strategy document - LRS Strategy for Sport and Physical Activity 2013-17. To succeed it is important that our partners identify how they can best align work programmes and service plans so that we can combine our efforts to ensure the very best delivery system for sport and physical activity. BUSINESS CULTURE & WAY OF WORKING We want our Partnership to be open, transparent and fit for purpose with effective and efficient working practices. The Leicester-Shire and Rutland Sport (LRS) Board has been established to provide strategic leadership. Full details of its terms of reference are included (see Appendix 2). The LRS Board meets three times a year, Board Members have a portfolio of responsibility and sub groups, including the Business and Oversight Group – which provides scrutiny supporting the Board to take informed decisions. The LRS Board, team and partner organisations should consider the following when shaping local delivery: INVOLVE - greater involvement of participants in the planning of delivery - demand led and community based. INSIGHT - it is imperative that alongside our partners that data and research informs our practice and approach. INNOVATION - find ways that work, be prepared to do things differently. INCLUSION - make sure our programmes reach all of our communities - particularly those who participate the least. INSPIRE - celebrate success, share best practice and promote positive role models. INVEST - use and secure funds in a way that sustains activity building on the capacity of our voluntary sector INTEGRATE - sport and physical activity across other key social agendas e.g. Crime and Disorder, Adult Social Care. LRS has a significant responsibility to drive forward our work on behalf of our partners - the development of a joined up world class school and community sport and physical activity system, that is driven by local ambition. The LRS Board and core team will:

Agree a business plan with priorities, SMART targets, aligned with the budget on a fiscal year cycle and present to the LRS Board.

Meet three times as a Board and Executive team each year. Meet three times as an LRS Business and Oversight Group and Executive team each year. Promote and develop events, programmes and initiatives that are inclusive and inter-active, encourage shared learning

and celebrate achievements.

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Undertake a 6 monthly (½ yearly) review of progress, including a risk assessment. Complete an annual survey of key partners/staff stakeholders. Publish a year end report including financial information.

WHAT WILL MAKE US GREAT?

Top 5% partner satisfaction rate. RAG rating of green for increasing participation (year on year). Low reliance on SE funding…best diversity. Highest performing CSP in relation to delivery. Be innovative and enterprising. Be recognised nationally for our good work. No 1 on a search engine for sport & physical activity in Leicester-Shire and Rutland. Be willing to take risks. Influence national policy.

OFFICE BASE The LRS office is based at SportPark, Loughborough University. We sit alongside a number of NGB and national partners. The LRS core team has as of the 1st April 2015: 24 full time and 3 part time. LRS provides a ‘hot desk’ base for a number of affiliated sub regional NGB officers and partners as well as providing an office base for the County Sport Partnership Network (CSPN)

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BUSINESS CYCLE The following annual planning cycle shapes our meeting schedule:

Business Cycle 2015-17

Apr 15/17

May 15/17

June 15/17

July 15/17

Aug 15/17

Sept 15/17

October 15/17

November 15/17

December 15/17

Jan 15/17

Feb 15/17

March 15/17

LSA meetings

Quarterly

Quarterly

Quarterly

Quarterly

Quarterly

LRS Board Tri-

Annual Tri-Annual Tri-

Annual

LRS Business Oversight Group

Tri-Annual

Tri-Annual Tri-Annual

LRS Team meetings (included within a cycle of briefings and team days)

Tri-Annual

Tri-Annual

Tri-Annual

Tri-Annual

3 per year

LRS Leadership Team Meetings

Meeting Weekly, alternating Leadership, Improvement Planning , Financial Scrutiny and Action Learning

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RESOURCES Premises The LRS Core Team operates from rented office accommodation at SportPark, Loughborough University. The wider LRS infra-structure extends to a network of school, local authority and NGB based paid / unpaid staff and volunteers operating in a myriad of settings. Current accommodation is excellent and meets the needs of the core team. Finance & Funding In order to continue our work and deliver this business plan in the context of the associated Strategies for Sport and Physical Activity 2013-17 it is important to have a realistic income and expenditure forecast. The challenge for LRS is to undertake realistic financial planning at a time when the environment for sport and physical activity is changing rapidly. The 2014-15 actual income and expenditure figures (outturn position) and budget for 2015-16 are contained in Appendix 3 and this is further supported with a financial forecast from April 2015 to March 2018.

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Staffing Structure – updated September 2015 The LRS Core Team (when fully staffed) consists of 23 full time staff together with 4 part-time roles (see below). There are currently 2 sport specific staff (Netball, Run England Activator) that we also financially support.

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MARKETING & COMMUNICATION LRS has a large market place to penetrate, covering both business-to-business (B2B) and business-to-consumer (B2C) marketing and communication, across all life stages. There continues to be growing demands in terms of delivering marketing, communication and an events programme. Excellent communication between partners and with the general public is crucial to our success. Our websites, newsletters and social media platforms provide the crucial foundations for sharing sport and physical activity information and opportunities. If we are going to successfully change the perceptions of non-participants to get involved in sport and physical activity, it is essential that we continue to explore more innovative and creative methods of marketing and communication. Over the next two years we will sustain, add value and where possible grow the number of events and activities that we directly organise or provide a supportive/representative presence at. We will use such events to ensure that sport and physical activity are recognised and celebrated and in doing so build on LRS’ reputation for delivering high quality events.

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Aims Over the next two year our focus will be on:

Brand Awareness: Ensuring that the LRS brand is synonymous with high quality sport and physical activity provision whilst increasing engagement and awareness of the LRS identity.

One-Stop-Shop: Designing and developing services and systems that enable the public to easily find out about sport and physical activity opportunities local to them.

Introducing existing and new products to existing markets: Using effective and innovative methods/tools to understand and market sport and physical activity already in operation to existing target markets.

Introducing existing and new products to new markets: Using effective and innovative methods/tools to understand and market sport and physical activity, whilst complimenting existing operations, to new target markets.

The Leicester-Shire & Rutland Sport Marketing & Communications (MarComms) Plan highlights key marketing aims and objectives which reflect and facilitate our Strategy for Sport 2013-17 and Business Plan 2015-17. It is essential that LRS uses a strategic, planned and coordinated approach to deliver our MarComms Plan which reflects the key priorities of our Business Improvement Plan, Enterprise and Innovation Plan, and other key improvement plans. LRS will need to utilise all components of the marketing mix: product, price, promotion, place, process, physical evidence and people, to achieve this. The MarComms Plan will under-pin further annual marketing, communication, advertising and promotional plans for our more significant projects, events and programmes.

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RISK ASSESSMENT LRS has undertaken an assessment of the risks to the development of LRS business. It is recognised that although LRS is still a relatively young organisation, the history of the partnership working across Leicestershire, Leicester and Rutland provides a good foundation upon which to progress the work of LRS. The partnership ethos and culture will have a positive impact on improving the Delivery System for sport and physical activity. Our assessment of the implicit and explicit associated risk is contained in Appendix 4.

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STRATEGIC CONTEXT

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GUIDING PRINCIPLES - SAFE

Strategic Objective

Strategic Action

Number Strategic Actions

Operational Action

Number Operational Actions Lead

Officer Measure of

Success Resources

S.1 S.1.1 Ensure all organisations that deliver sport and physical activity opportunities have an appropriate Safeguarding procedures in place.

S.1.1.1 Update the LRS Safeguarding policy on an annual basis

LRS Board / Noel Haines

Approved by the LRS Business and Oversight Group.

LRS Officer Time

S.1 S.1.1.2 Provide partners and clubs with an on-line Safeguarding resource that highlights best practice.

Noel Haines

Increased the number of website visits by 5% per annum

LRS Officer Time

S.1 S.1.2 Ensure all individuals working in regulated activity with young people and vulnerable adults in a sport and physical activity setting have undertaken the relevant vetting procedures.

S.1.2.1 Ensure that SLAs with partner organisations for all funded projects involving young people have appropriate safeguarding clauses included. Undertake a regular monitoring process.

Noel Haines

6 month review process adhered to for all funded programme

LRS Officer Time. £2,500 Regional CSP resources, inc.£500 from LRS

S.2 S.2.1 Ensure a comprehensive safeguarding training programme is put in place to support the local sporting workforce.

S.2.1.1 Provide access to appropriate Safeguarding training for the LRS team, Board volunteers and wider partnership.

LRS board/ Natalia Marshall

10 Workshops organised a year. 180 attendances. Index of safeguarding opportunities published

LRS Officer time

S.2 S.2.2 Ensure LRS complies with the standards set out by Sport England and the NSPCC, Child Protection in Sport Unit (CPSU)

S.2.2.1 Undertake an annual self-assessment against the standards set by the NSPCC Child Protection in Sport Unit

LRS/ Noel Haines

Self-assessment completed and annual implementation plan produced. RAG rated GREEN by Sport England and the CPSU

LRS Officer time

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GUIDING PRINCIPLES - FAIR

Strategic Objective

Strategic Action


Operational Action


Officer Measure of Success Resources

F.1 F.1.1 Support key partners to become more equitable in their approach to sport and physical activity.

F.1.1.1 Ensure Equity Impact Assessments are produced on key work programmes / work areas.

Kate Scott EIA's to be refreshed for existing programmes and EIA's to be complete for new programmes (GHGIS, Beginners Running, Me & My, Legacy Fund and Go Gold). (Annual Measure)

LRS Officer Time

F.1 F.1.1.2 Ensure locality action plans are equitable and are based on a needs led basis (see 2.1.1.1, 2.2.3.1 and 2.2.4.1).

Jo Spokes EIA completed for each Locality Action Plan (x7 County Localities). (Annual Measure).

LRS Officer Time. Funding included in Public Health Funding for locality action plans (see 2.1.1.1).

F.1 F.1.1.3 Ensure equity is represented and/or championed throughout our network groups.

Kate Scott Continual assessment to ensure appropriate representation on network groups. (Ongoing Measure)

LRS Officer Time.

F.1 F.1.2 Put into place an inclusive equality training programme to support the local sport and physical activity workforce.

F.1.2.1 Ensure equity and awareness training is provided for and championed across the partnership. In addition ensure that all training opporunities are accessible for all.

Kate Scott 12 month programme developed with 10 courses delivered via the Awareness Programme. 5 Inclusion workshops included in LRS Workforce Education Programme. (Annual Measure)

LRS Officer Time. £2k Core Budget. LRS Workforce Education Budget

F.2 F.2.1 Influence ambition areas, projects and officers work programmes to ensure equity is built in and not bolted on.

F.2.1.1 Create a local picture of sport and physical activity to support the identification of priority target groups and utilise insight and monitoring and evaluation data to recognise areas of improvement within LRS project areas in order to increase participation within priority target groups.

LRS Board /Insight Officer

Production of a LRS insight report. Equity Improvement Plans produced for all team members. (Ongoing Measure)

LRS Officer Time

F.2 F.2.2 Ensure individual improvement plans are in place for all LRS officers and the projects they manage.

F.2.2.1 Ensure Equity Improvement Plans are in place to support identification of specific project improvement areas.

Kate Scott Equity Improvement Plans produced for all team members and regularly reviewed. (Ongoing Measure)

LRS Officer Time

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Strategic Objective

Strategic Action


Operational Action



F.2 F.2.3 Ensure LRS act in accordance with the standards set out by Sport England.

F.2.3.1 Continue to adhere to the Equality Standard Awards as set by Sport England.

LRS Board/ Kate Scott

Preliminary Level Equality Standard Achieved.

LRS Officer Time

F.3 F.3.1 Improve the school and community sport and physical activity offer for disabled people by managing the Inclusive Sport Project

F.3.1.1 Overseeing and supporting the management of the Inclusive Sport Project with Ellesmere College.

Kate Scott The delivery of the Inclusive Project with sustainable outcomes including an improved community provision, upskilled workforce and locality disability action plans.

Sport England Funding 2013-2017, £270k

F.3 F.3.2 Deliver targeted sport and physical activity interventions / projects based on local data of participation levels.

F.3.2.1 See F.2.1.1 Kate Scott

F.3 F.3.2.2 Ensure regular reporting of equity data from projects to key partners and funders.

Insight Officer

Meeting the required reporting deadlines and dissemination of information to inform and update partners. (Ongoing Measure)

LRS Officer Time

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GUIDING PRINCIPLES – WELL LED

Strategic Objective

Strategic Action Number

Strategic Actions Operational

Action Number

Operational Actions Lead Officer Measure of Success Resources

W.1.1 Ensure that the LRS Board has the right governance structure and Board member profile to drive forward our Vision, 2013-17 Strategy and annual delivery plans.

W.1.1.1 Keep LRS Governance under review utilising SE, SRA and relevant frameworks to ensure that we remain Fit for Purpose.

LRS Chairman / John Byrne

Governance Options considered by LRS B&OP group as a result of any key improvements identified by key frameworks such as QUEST, SRA Good Governance or SE /CSPN 'Good to Great' Guidance . Retain senior level Board Members retention and recruitment of suitably experienced senior level members to oversee the process.

Office time ( Legal costs subject options )

W.1.2 Improve communication between LRS government departments, national and local agencies/organisations.

W.1.2.1 Support national groups and forums ( formal and informal ) - utilising the expertise and knowledge of LRS Board members and staff

LRS Board / John Byrne

LRS staff and board members ingrained in appropriate/relevant national groups and able to present /represent LRS.

Board member and LRS (Senior) Office time

W.1.2.2 Deliver the 2015-17 Marketing and Communication Plan

Jayne Hough

Year on year increase on baseline measures e.g. unique web visits, click rates. Develop and improve LRS corporate brand awareness & ownership. Generate individual target marketing toolkits to support both the LRS core team and partners to promote their activities.

Officer time and £20k marketing and comms

W.1.3 Explore avenues to improve LRS commercial activity while reducing reliance on grant funding.

W.1.3.1 Produce and deliver an Enterprise and Innovation Framework Plan. Produce clear business plans for Me & My, SportSuite and other key products. Champion an Enterprise & Innovation behaviour/culture among the LRS core team.

LRS Board/ Dave Stock

All agreements reflect a FULL cost recovery model. LRS generates surpluses on commercial activity e.g. the Workplace Challenge, MML and Student voice products, based on a minimum of 10% mark up on costs of delivery. £200,000 gross revenue from enterprise activity in 2015/16, minimum of £40k of surplus generated. Secure a

Officer time

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Action Number


business partner / mentor to assist LRS secure sponsorship.

W.1.4 Ensure connectivity and synergy across the range of partnership groups - focusing on effectiveness and efficiency.

W.1.4.1 Review of groups/Mapping report with a view to ensuring effective lines of communication and accountability. Business and Ops group oversight on infrastructure.

LRS Board/ Noel Haines

LRS / sub region maintains a streamlined meetings infrastructure.

Officer time

W.2.1 Ensure that decisions are taken that maximise local investment (e.g. strategic commissioning) and are managed by locality groups.

W.2.1.1 LRS Board prioritise local investment in decision making re grants programme and initiatives.

LRS Board / John Byrne

Year on year growth on locality investment as recorded by the LRS Annual Review .Continue to position Local Sport Alliances and Locality groups as the key delivery partners for national and sub-regional programmes and initiatives. LSA celebrate athlete, coaches, and teacher’s achievements with local key partners.

Officer time

W.2.2 Sustain and enhance the local delivery infrastructure by identifying funding and opportunities to maintain local delivery practitioners/networks.

W2.2.1 LRS supports (Locality Groups): SSPANs; LSAs; and Locality SPA Commissioning groups secure resources to maintain current level of officer /resource infrastructure where the emphasis is on local delivery.

LRS Board / Jo Spokes

Locality groups are embedded in LA service plans and school development plans.

Officer time

W.2.3 Support localities to develop robust governance, communication and advocacy.

W.2.3.1 Support Localities develop improvement plans.

LRS board /Jo Spokes

Localities have a shared 'Dashboard ' in relation to shared local priorities for SPA. Develop LOCALITY self-assessment 'Health Check' approach/ dashboard including for example AP results, LRS investment - Sportivate, Club Link Makers , Clubmark etc.

Officer time

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Action Number


W.3.1 Coordinate a sub-regional leadership development programme to support school & community sport and physical activity.

W.3.1.1 Develop Leadership Development programme/follow on for previous cohort(s) /graduates of our 3 sub-regional programmes.

Sara Johnson

Annual event to support sub regional colleagues examine leadership challenges.

£7k annually plus Officer time

W.3.2 Develop the LRS Insight Hub concept

W.3.2.1 Ensure LRS Board, Team and key partners take INSIGHT led decisions, meeting partner needs and customer expectation.

LRS Board /Insight Officer

Develop area / locality based INSIGHT reports .Provide and support a Data and insight support service for partners and core LRS team (e.g. Accessibility Toolkit, Me and My Lifestyle, SportSuite )

Officer time

W.3.3 W.3.3.1 Enhance the LRS Performance Management System ensuring that it aids decision making

Insight Officer

Refreshed LRS internal PM system by Dec 2015. Support partner requests for assistance with developing bespoke versions.

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ENTERPRISE & INNOVATION

Strategic Objective

Strategic Action


Operational Action


Officer Measure of Success

Resources

EI. 1

EI.1.1

To develop existing and new SportSuite products and services for sale to sporting and physical activity markets

EI.1.1.1 Market the SportSuite package and modules to CSPs, NGBs and other markets to increase sales revenue

Kim Lillie 70% of CSP's and 10 NGB's purchasing SportSuite by 2018

EI. 1

EI.1.1.2 Develop the Workplace Challenge platform for sale including bespoke versions for use by individual companies and organisations

Kim Lillie 6 WPC sales by 2018

EI. 1

EI.1.1.3 Re-establish dialogue with key Universities to develop the Student Challenge platform for sale to the FE / HE sector

Kim Lillie 3 Student Challenge sales by 2018

EI. 2

EI.2.1

To improve sales growth and profitability of the ME and My software products

EI.2.1.1 Delivery a time limited free use promotional campaign to all schools in Leicestershire, Leicester and Rutland during 2015

Damian Mawdsley

50% of LLR schools register and use the Me and My software

EI. 2

EI.2.1.2 Target the Me and My software franchise offer to the largest CSP's across the country

Dave Stock To have recruited London, Birmingham, Black Country CSP franchises

EI. 2

EI.2.1.3 Continue to market the Me and My software directly to schools in non-Franchise areas to increase revenues from direct school sales

Damian Mawdsley

300 direct school sales (including LLR) by 2017

EI. 2

EI.2.1.4 In partnership with BlueBell Hill Primary develop the Pupil Achievement Tracker for sale to the primary school market

Damian Mawdsley

20 school sales and full product profitability by 2017

EI. 3

EI.3.1

To develop a profitable sport and physical activity consultancy / event and project management traded service

EI.3.1.1 With recruited associate consultants respond to appropriate tender opportunities to deliver research, management and consultancy opportunities

Dave Stock 5 successful commissions by 2018

EI. 3

EI.3.1.2 To develop the "Workplace Wellbeing" events service and market to local businesses

Dave Stock Regular profitable programme of events by 2017

EI. 3

EI.3.1.3 To expand the Coach Education programme to

Dave Stock Larger profitable programme generating a surplus of

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Strategic Objective

Strategic Action


Operational Action


Officer Measure of Success

Resources

generate increase revenues £6000 PA by 2018

EI. 4

EI.4.1

Increase non grant and public sector revenue from general sales and sponsorship activities

EI.4.1.1 Develop a sponsorship package and new revenues across appropriate LRS programmes

Dave Stock £10,000 of annual sponsorship by 2018

EI. 4

EI.4.1.2 Develop an online sales platform for traded products (sports ware, equipment, merchandise etc)

Dave Stock Profitable platform with approved suppliers by 2018

To maintain and grow revenues from desk hosting, fees and charges and other reactive enterprise activities

Dave Stock Increase revenues year on year from small enterprise activities

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AMBITION 1 – YOUNG PEOPLE

Strategic Objective

Strategic Action


Operational Action



1.1 1.1.1 Provide physical activity training to early year’s providers and settings in order to raise the standard of physical literacy.

1.1.1.1 Support Public Health & Locality colleagues to develop and deliver physical activity training for early years providers.

Jo Spokes Development of a Purposeful Physical Play (PPP) Training Manual. Delivery of 3 PPP training sessions for Early Years Settings and 2 targeted PA awareness sessions for Healthcare Professionals. (Leicestershire)

LRS Officer Time. Funding included in 1.1.3.1

1.1 1.1.2 Support early year settings to achieve the recognised standards in physical activity.

1.1.2.1 Support Public Health and Localities to help Early Years Settings achieve the Physical Activity Element of the Healthy Tots Accreditation.

Jo Spokes As in 1.1.1.1 LRS Officer Time. Funding included in 1.1.3.1

1.1 1.1.2.2 Ensure opportunities for Early Years Settings to share good practice and receive ongoing CPD are provided.

Jo Spokes Coordination of Early Years Network Meetings and an Early Years Awards Evening. (Annual Measures).

LRS Officer Time. Funding included in 1.1.3.1

1.1 1.1.3 Work with partners to increase capacity to coordinate and develop early year’s physical activity and physical literacy, extending to primary school age children.

1.1.3.1 Ensure a development plan is developed and delivered in conjunction with Public Health and Localities to strengthen the Early Years Physical Activity offer.

Jo Spokes Delivery of the Leicestershire Early Years Physical Activity Plan (Annual Plan).

£30k from Public Health to deliver an Early Years Action Plan. LRS Officer Time.

1.1 1.1.4 Support partners to provide a family approach to the delivery of sport and physical activity opportunities to early years.

1.1.4.1 Ensure there is a strong positive family officer within the Locality Action Plans (Leicestershire).

Jo Spokes All localities include family / early years offer in locality action plans (annual measure).

LRS Officer Time. Funding included in Public Health Funding for locality action plans (see 2.1.1.1).

1.1 1.1.4.2 Ensure Active Family Week is delivered across the sub region.- see 2.1.1.4

Jo Spokes

1.2 1.2.1 Provide a clear direction for PE, school sport and competition by driving forward and supporting a network of School Sport & Physical Activity Networks and PE Departments

1.2.1.1 Manage, co-ordinate and support the development of the PE & school sport network forums and ensure the promotion of key information to all schools

Geoff Maltby

Effective and representative HoPE Forum (70% of schools) and SSPAN Forum (all 10 SSPANs) in place. Regularly updated School Sport section on website. Ongoing

LRS Officer Time

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Strategic Objective

Strategic Action


Operational Action



1.2 1.2.2 Work with School Games Organisers to ensure ALL young people have access to appropriate competition utilising the School Games programme.

1.2.2.1 Manage and co-ordinate the delivery of the Level 3 School Games Programme, in partnership with NGBs, SSAs and SSPANs

Claire Jarvis

An agreed, appropriate and equitable Level 3 School Games Competition Calendar in place and delivered, engaging all 10 SSPANs

Sport England funding Officer time (£20,000) Programme budget (£25,000)

1.2 1.2.2.2 Work in partnership with SSPANs to ensure that there is a competitive pathway between all School Games Level 1, Level 2 and Level 3 competitions.

Claire Jarvis

1 x County Level 3 calendar. 10 x SSPAN Level 2 calendars. Schemes of work within schools delivering Level 1 activity / competition

LRS Officer Time £196,000 Strategic Commissioning funding to SSPANs

1.2 1.2.3 Create a single system player pathway, aligning competitive playing opportunities provided by NGBs, SSAs & schools up to national level through the “Team Leicester-Shire” concept.

1.2.3.1 Develop Team Leicestershire Affiliation Package and competition structure alongside 8 School Sport Associations, engaging with 70% of schools across LLR

Geoff Maltby

8 SSAs signed up to Team Leicestershire. 70% schools affiliated to Team Leicestershire. All SSPANs / Schools using School Fixtures to co-ordinate all school sport competition / leagues / fixtures

LRS Officer time

1.2 1.2.3.2 Develop and operate Team Leicestershire Board, Brand and links to commercial sponsorship

Geoff Maltby

Team Leicestershire Board in place with 8 SSAs as members. Work with commercial sector to develop brand and generate external income / sponsorship

LRS Officer Time + £4,000 programme budget (core budget) Potential commercial sponsorship to follow

1.2 1.2.4 Use Strategic Champion Groups to advocate the importance of PE, school sport and physical activity to young people’s health and school attainment.

1.2.4.1 Manage the County and City PE & School Sport Champion Groups. Share key information with Head Teachers via the Primary & Secondary Head Teacher Forums.

Geoff Maltby

80% representation at Champion Group meetings. 1 x agenda item per year at LSH and LPH.

LRS Officer time

1.2 1.2.5 Provide an evidence base, through the ‘Me and My Lifestyle’ toolkit, to ensure that future PE, sport and physical activity programmes are shaped around the wants and needs of children and young people.

1.2.5.1 Utilise the information from the 'Me & My Lifestyle' survey to inform the programmes and projects that LRS manage, providing a more equitable service.

Insight Officer

60% of schools using Me & My. Data collated and findings presented to LRS Board/ Team and key partners

LRS Officer Time.

`28

Strategic Objective

Strategic Action


Operational Action



1.3 1.3.1 Increase participation of 11-25 year olds through the delivery of the Sportivate programme.

1.3.1.1 Translate the national sportivate programme into local sport and physical activity delivery. Communicate and engage with a variety of partners to ensure that there is a diverse sport and physical activity sportivate offer for young people across the sub-region.

Dan Mitchinson

1,946 young people per year retained in sportivate activity

LRS Officer time £194,620 from Sport England (2015/16)

1.3 1.3.2 Provide direction and support to FE and HE in order to create a consistent sport and physical activity offer.

1.3.2.1 Work with College Sport Makers (via CSM Forum) to ensure a consistent Sport & Physical Activity offer, linking with local products and programmes

Lizzi Major CSM Forum in place with all establishments regularly attending. Minimum of one Sportivate / Satellite Club plan submitted per establishment

LRS Officer time

1.3 1.3.3 Utilise the Sport England Satellite Club programme to develop sustainable, demand led links between secondary schools, FE Colleges, and community sports club provision.

1.3.3.1 Support sustainable satellite provision and long term club development plans, through youth insight and links between community clubs and relevant NGB products

Dan Mitchinson

37 CSP funded Satellite Club established. LRS supporting 8 NGBs to deliver 21 Satellite Clubs

£60,000 capacity from Sport England per annum £108,000 delivery from Sport England (2015/16) LRS Officer time

`29

AMBITION 2 – ADULTS

Strategic Objective

Strategic Action


Operational Action



2.1 2.1.1 Work with localities to develop opportunities for communities to participate in Sport and Physical Activity.

2.1.1.1 Support County Localities to develop needs led physical activity and sport action plans ensuring they produce a robust six monthly monitoring and evaluation reports for presentation at the Sport & Physical Activity Group.

Jo Spokes 7 Locality Action Plans developed. Production of six monthly monitoring and evaluation reports. Two shared learning events and three physical activity network events to be coordinated. Annual Measures.

£1,000,000 of Public Health Funding, LRS Officer Time and £1,500 Core Budget for CPD / Shared Learning (Annual)

2.1 2.1.1.2 Work with Leicester City and Rutland to support the advocacy and management of physical activity programmes.

Jo Spokes Officers to attend Shared Learning Events and Physical Activity Network Meetings. (Annual Measure). Successful delivery of GHGIS by March 2016 (Leicester City). 3x sub-regional campaign weeks delivered.

LRS Officer Time. CPD resources (see above).

2.1 2.1.1.3 Roll out the Workplace Challenge, including the on line activity log, competition programme, business games and champion training.

Abbi Tyson

Increase year on year of number of workplaces / participants signed up and active with an increase on the number of inactive participants utilising the online log. 15 competitions delivered and 24 teams involved with the Business Games (yearly). 4 Champion Training sessions (yearly).

LRS Officer Time. £5,000 Core Budget per Annum.

2.1 2.1.1.4 Work with locality partners to develop high profile campaigns which encourage greater participation in physical activity and sport programmes across Leicestershire, Leicester and Rutland.

Abbi Tyson

Three Campaign Weeks (targeting Families, Older Adults (included Oldest Athlete Event) and Women) to be coordinated annually.

LRS Officer Time. £6,000 Core Budget per Annum.

`30

Strategic Objective

Strategic Action


Operational Action



2.1 2.1.2 Work with NGB's to place 'Back to Sport' and other NGB programmes, for example, beginners running, at a local level.

2.1.2.1 Lead and support partners deliver key sport and physical activity participation programmes, e.g. Back to Sport, Recreational Running and Sky Ride.

Noel Haines

NGB programmes funded through locality action plans. 20 sky ride local programmes delivered in Hinckley through LSTF. Retain Running Activator with target of 920 new runners in Leicestershire / Leicester in 2015/16.

LRS Officer Time. Beginners Running - £10k from England Athletics and £3k from LRS Core Budget.

2.2 2.2.1 Manage the Get Healthy, Get Into Sport project which aims to improve the evidence base for the role sport plays in engaging inactive people from priority neighbourhoods.

2.2.1.1 Work with key partners to develop an evidence based intervention programme targeting 500 inactive adults and 24 community champions from two priority neighbourhoods in Leicester City (New Parks) and North West Leicestershire (Greenhill).

Gemma Hillier

500 inactive adults receive an individual intervention by March 2016. Increase in the sport and physical activity offer in each ward which engages participants and 500 wider community members. 24 Community Champions identified and received training.

LRS Officer Time. £240k budget (cash and in-kind) for 2015/16.

2.2 2.2.1.2 Work with the BHFNC to ensure that a robust project evaluation is undertaken.

Gemma Hillier

Production of end of year reports and an overall project evaluation by June 2016.

As above.

2.2 2.2.2 Further develop disability sport in schools and communities by managing the Inclusive Sport Project.

2.2.2.1 See F.3.1.1 Kate Scott

2.2 2.2.3 Work in partnership to identify new resources to support the development of appropriate Sport and Physical Activity opportunities for under-represented groups.

2.2.3.1 See 2.1.1.1 (Support localities to develop needs led locality action plans).

Kate Scott

2.2 2.2.3.2 See F.1.2.1 (Awareness programme to increase officer’s knowledge of working with underrepresented groups).

Kate Scott

2.2 2.2.3.3 Support Leicestershire Cricket and other key partners to secure resources from the ECB to develop new opportunities for South Asian communities in Leicester to play more cricket.

Noel Haines

£125,000 of resources secured form the ECB (2014-2017).

£125,000 (ECB), LRS Officer Time.

`31

Strategic Objective

Strategic Action


Operational Action



2.2 2.2.4 Work with localities to ensure the most vulnerable individuals and groups, including 'Troubled Families' are supported to improve their lives by participating in regular Sport and Physical Activity.

2.2.4.1 See 2.1.1.1 (Support localities to develop needs led locality action plans).

Jo Spokes

2.2 2.2.4.2 See F.1.2.1 (Awareness programme to increase officers knowledge of working with vulnerable groups).

Kate Scott

2.3 2.3.1 Develop and sustain a comprehensive sport and physical activity referral programme involving health professionals targeting identified individuals / groups whose health will benefit from regular participation.

2.3.1.1 Provide central coordination for support health and local authority partners to implement the Exercise Referral programme (countywide and Rutland) and ensure links with Leicester City scheme if applicable.

Jo Spokes Quarterly m&e reports submitted to Public Health. Quarterly Exercise Referral Meetings with localities in place.

LRS Officer Time. Exercise Referral funding included in Public Health Funding (see 2.1.1.1).

2.3 2.3.1.2 Support Public Health and Clinical Commissioning Groups with the development of condition specific physical activity programmes e.g. Falls Prevention.

Jo Spokes Involvement in the development of one condition specific intervention per annum.

LRS Officer Time.

2.3 2.3.2 Ensure that Health, Physical Activity and Sport Sectors are working cohesively to provide appropriate opportunities which will attract the least active individuals into physical activity and sport.

2.3.2.1 Support localities link with their Health and Wellbeing Partnership / Board to ensure a cohesive approach to developing appropriate physical activity opportunities.

John Byrne

Health & Wellbeing Boards receiving regular reports from locality groups.

LRS Officer Time

2.3 2.3.2.3 Raise awareness of the benefits of physical activity, local programmes and key contacts to Health Boards (e.g. Better Care Together, Unified Prevention Board etc), CCG's, GP's and other Health Professionals to support both referrals and cohesive future joint working.

John Byrne

Future funding secured and health boards / professionals receiving regular reports.

LRS Officer Time

`32

AMBITION 3 – PLACES TO PLAY

Strategic Objective

Strategic Action


Operational Action



3.1 3.1.1 Produce a partnership wide Sport and Physical Activity facility improvement action plan across LA, Voluntary and Education sectors.

3.1.1.1 Produce LA level sport and physical activity facility plans for every LA partner and a summary partnership wide strategy

Harry Venning

9 LA facility plans produced by October 2016

£5000 LRS budget and 50% cost contribution from LA's for FDO post

3.1 Identify bespoke Facility Development Officer service / support arrangements to each LA partner to encourage future partnership funding for the FDO post

Dave Stock

LA's supporting the continued funding of FDO role, post October 2016

3.1 3.1.2 Engage with identified NGBs to formalise local roles and responsibilities for sports facility development and produce a LLR sports specific facility improvement plan.

Survey NGB's to identify core facility improvements and produce priority sports facilities investment list

Dave Stock

NGB priorities included within LA Sport and Physical Activity plans. Review annually

LRS Officer Time

3.1 3.1.3 Adopt a strategic and needs based approach (with NGBs, LAs and other key stakeholders) to support clubs, schools and LAs to access national and local funding opportunities (e.g. Sport England Places, People, Play).

3.1.3.1 Consult with LA's and NGB's to identify locality priorities relating to sports clubs funding needs and requirements.

Harry Venning

Priority club investment list produced and fed phased local facility strategies by Oct 2016. Review Annually

LRS Officer Time

3.1 3.1.4 Increase “business skills” capacity in local sports clubs to increase self-sufficiency and fund raising capabilities within the network.

3.1.4.1 Co-ordinate bid writing / basic business planning workshops for local sport clubs, parish councils and voluntary organisations

Dave Stock

Min 3 workshops per year with 10 clubs per workshop. Completed Annually.

LRS Officer Time

3.1 Produce guidance notes and other learning tools to increase fund raising expertise for local sports clubs / facilities

Harry Venning

Range of guidance notes across multiple areas including marketing and business planning.

3.2 3.2.1 Support LA cultural service teams with developing sport facility and open space priorities for CIL infrastructure and other planning policy and housing growth strategies.

3.2.1.1 Consult with LA cultural service and planning teams to agree and document sport /physical activity investment priorities for each LA area linked to housing growth plans.

Dave Stock

Sports facility investment priorities agreed with each LA culture and planning services

LRS Officer Time

`33

Strategic Objective

Strategic Action


Operational Action



3.2 Establish and maintain a joint Planning and Cultural Services forum to co-ordinate open space and Cil Infrastructure priorities with LA colleagues

Dave Stock

Min 3 meetings per year and key facility and open space priorities agreed as CIL is phased in

LRS Officer Time

3.2 3.2.2 Develop and improve partnerships at a planning and policy level with those involved in the provision of “open space” and access to the natural environment to increase opportunities to participate in physical activity.

3.2.2.1 Attend County level planning policy group and co-ordinate bi annual meetings of culture and planning leads

Harry Venning

LRS consulted regularly and engaged with LA open space planning provision. Evidence of LRS proposal as manifesting into open space provision within local housing developments. Ongoing.

LRS Officer Time

3.2 3.2.3 Develop with LA cultural service teams, appropriate section 106 funding requests for sport and recreation facilities that meet the needs of local communities.

3.2.3.1 Supply LA cultural service teams with details of all known developer applications and encourage appropriate opportunities to seek developer contributions through section 106 agreements.

Harry Venning

Number of successful section 106 agreements completed and level of new developer contributions raised to support facilities for sports and physical activity. Report and review Annually

LRS Officer Time

3.2 FDO to support Local Authorities with developing evidence base for 106 requests against priority housing developments

Harry Venning

Key large scale developments providing appropriate funding for new infrastructure to support sport and physical activity

LRS Officer Time

3.3 3.3.1 Establish and maintain a leisure contractor’s forum with key terms of reference and create new joint planning and working opportunities.

3.3.1.1 Set up and chair termly meetings with all LLR leisure facility operators to further engage them in local sport and physical activity Locality planning and delivery.

Dave Stock

3 meetings per year and evidence of joint working initiatives between LRS, Localities and facility contractors. Review Annually

LRS Officer Time

3.3 3.3.2 Explore potential options for appropriate data sharing with private sector leisure facility operators to maximise marketing and access opportunities for target markets.

3.3.2.1 Survey all LLR leisure contractors with a data sharing proposal and report on options for joint working.

Dave Stock

Data and customer base sharing between facility contractors and LRS / locality groups. Pilot minimum one joint campaign between LRS and local leisure contractors, by December 2014 where databases have been shared. Review Annually

LRS Officer Time

`34

AMBITION 4 – LEGACY

Strategic Objective

Strategic Action


Operational Action



4.1 4.1.1

Establish a shared events calendar of major national sporting events to enable planning of legacy outcomes and communications across all partners.

4.1.1.1 Produce electronic Calendar function for Sport Events that is interactive and dynamic.

Jayne Hough

Calendar support planning. Planner is accessed by external partners as the ONE STOP shop for local sport events. Localities utilise the information to plan local events and activities.

Officer time

4.1 4.1.2

Utilise Games Makers and other local volunteers to support events.

4.1.2.1 Build a shared database of event volunteer that contains active volunteers based on the Coach web model.

Lizzi Major Event volunteer database available and used as a single point of access for Sport Event volunteers. Ensure that volunteers receive regular communication about volunteering and volunteer opportunities. (On a 6 MONTHLY).Devise a plan to ensure that there are a minimum of 2 volunteer celebration events per annum attracting 30 volunteers per event.

Officer time

4.1

4.1.2.2 Devise a plan to ensure that there are a minimum of 2 volunteer celebration events per annum.

Lizzi Major 30 volunteers at each event recognised for their contribution to sport. The LSA Sports Awards are integrated with the Leicester Mercury Sport Awards.

Officer time /£2k

4.1 4.1.3

Continue to capitalise on national legacy initiatives such as Join In, Community Games, Big Dance.

4.1.3.1 Promote/support Join In, Community Games and Big Dance events on an annual basis.

Jayne Hough

Web based promotion of Join In and Big Dance. Community Games targets achieved with over 20000 participants.

Office time /£12k Community Games funding.

4.2 4.2.1

Build on the success of the Legacy Makers, and continue to develop a Sport and Physical Activity graduate trainee programme and Sport Apprenticeship programme

4.2.1.1 Secure resources for future cohorts on a yearly basis

Dan Mitchinson

A minimum of 10 Graduates recruited. A minimum of 20 Sports apprentices

Officer time /£130k Officer time /£50k

4.2 4.2.2

Promote the School Games and the opportunity for children and young people to have competitive sporting opportunities

4.2.2.1 Ensure a comprehensive Communication action plan to promote the key messages of the school games across the partnership area

Jayne Hough

Increase numbers in LLR Level 1, 2 and 3 School Games

Officer time

`35

Strategic Objective

Strategic Action


Operational Action



4.3 4.3.1

Provide support for talented young athletes through the Go Gold scheme and investigate funding Special Olympians in same manner.

4.3.2.1 Organise 2 Celebration events to recognise our elite young athletes. ANNUALLY

Paul Taylor 50 athletes attending each of the events supported. Private sector funders identified to support Athletes beyond the scheme. Review the criteria of the GO GOLD programme. SEPT 2015- leading to more resources reaching those with greatest need.

Officer Time /£50k

4.3 4.3.2

Secure resources to undertake a Strategic analysis of the opportunities presented by Major Sporting Events

4.3.4.1 Work with Sub Regional partners to secure undertake a Major Sport Event economic and strategic analysis ONGOING

John Byrne Funding secured. Report/baseline established.

Officer time + £25k

4.3 4.3.3

Ensure delivery of national legacy programmes ( Satellite clubs/Sportivate )

4.3.5.1 Secure resources for and manage delivery of Sportivate and Satellite Club programmes across the sub region. SIX MONTHLY REPORTING

Dan Mitchinson

Achieve a GREEN or above standard in relation to SE Performance ratings

Officer time

`36

AMBITION 5 – CLUBS & PATHWAYS

Strategic Objective

Strategic Action


Operational Action



5.1 5.1.1

Deliver a comprehensive support package that enable NGBs to operate effectively across LLR. 5.1.1.1

Support National Governing Bodies of Sport (NGBs) deliver their Whole Sport Plan outcomes by providing a range of core services ensuring links to relevant products and programmes.

Noel Haines

Green RAG rating by Sport England. Majority of NGBs very satisfied via CSPn Partner Survey. Membership support for 6 sport specific development groups

LRS Officer time

5.1

5.1.1.2 Work with NGBs to secure local resources to support and increase in participation levels across LLR.

Noel Haines

£20,000 external resources secured from NGBs

Officer time + £4,000 programme budget (core funding)

5.1

5.1.1.3

Oversee the delivery of the Leicester City Netball Development Project. Lead on monitoring and evaluation of the programme.

Noel Haines

400 new 1 x 30 minute a week participants

£25,000 secured from Sport England

5.1

5.1.1.4 Provide membership support to priority City and County Sport Specific Development Groups.

Lizzi Major

LRS membership on 6 sport specific development groups

LRS Officer time

5.1 5.1.2

Connect NGBs with localities by facilitating partnership working opportunities to ensure their products and programmes are featured within Locality Action Plans.

5.1.2.1

Manage and co-ordinate the County National Governing Body of Sport Forum and facilitate network opportunities between National Governing Body of Sport Officers and relevant partners

Lizzi Major

2 x Forum meetings per year. 2 x Network events per year resulting in NGB programme featuring in locality plans.

LRS Officer time + £200

5.1

5.1.2.2

Provide regular one-to-one support for priority NGBs, to ensure connectivity to partners and programmes.

Lizzi Major

Green RAG rating by Sport England. Majority of NGBs very satisfied via CSPn Partner Survey. Increased local delivery impact.

LRS Officer time

5.2 5.2.1

Develop and implement a clear and comprehensive single system pathway for the sport and physical activity workforce. 5.2.1.1

Develop and implement the Leicester-Shire & Rutland Coaching Delivery Plan, offering both core and specific support to NGBs, school sport partners and the coach, official, volunteer and young leader workforce.

Natalia Marshall

Coaching Delivery Plan agreed by Sport England. Green RAG rating by Sport England.

LRS Officer time. £40,000 (Sport England Funding)

5.2 5.2.2

Provide a comprehensive support network and appropriate CPD opportunities for the sporting workforce.

5.2.2.1

Organise a range of club, coach and volunteer education programmes that are based upon the needs of the workforce.

Natalia Marshall

80 courses delivered. 1,000 coaches accessing CPD. £1500 profit per annum.

LRS Officer time

`37

Strategic Objective

Strategic Action


Operational Action



5.2

5.2.2.2

Develop an annual Elite Leadership Academy for 14-19 year olds, which supports their personal development and encourages them to regularly volunteer within a sports structure.

Lizzi Major

40 young people attending the academy. 20 young people regularly volunteering in sport

LRS Officer time + £2,000 programme budget.

5.2

5.2.2.3

Work with NGBs to deliver the new 'Go Gold Talented Coaches' scheme

Natalia Marshall

Support a minimum of 10 coaches to develop to Level 3 or above. PDPs and a mentor in place for each coach.

LRS Officer time + £4,000 programme budget for each financial year

5.2

5.2.2.4

Produce coach employment and management guidance for primary and secondary schools.

Natalia Marshall

Guidance ratified by LLR Directors of CYP. Positive feedback from Primary and Secondary Headteachers.

LRS Officer time + £250 design costs

5.2 5.2.3

Increase the number of coaches, officials and volunteers deployed into delivery roles within both formal and informal settings across LLR.

5.2.3.1

Utilise SportForce and other channels to promote both paid and voluntary coaching deployment opportunities.

Natalia Marshall

An increase of 150 coaches a year registered to SportForce. (Baseline = 25 opportunities offered via SportForce

LRS Officer time

5.3 5.3.1

Deliver a high quality club development and support service to ensure our clubs are safe, fair and well led. 5.3.1.1

Provide a comprehensive club development service, including promotion of the Club Matters toolkit resource and the delivery of appropriate CPD for club members.

Paul Taylor

30 clubs receiving ClubMark accreditation. 3 Club & Coach evenings delivered. 3 Club Matters and LRS Funding Workshops delivered. 50 clubs utilising Club Matters diagnostic

LRS Officer time

5.3 5.3.2

Support local clubs and organisations to successfully access funding opportunities. 5.3.2.1

Provide one to one support and coordinate club workshops to support clubs access Inspired Facility funding.

Paul Taylor

4 workshops delivered. 20 applications supported. 10 successful generating £400,000

LRS Officer time

5.3

5.3.2.2

Work with clubs to enable them to apply to other funding sources, for example Sport England Small Grants / Protecting Playing Fields

Paul Taylor

30 clubs submitting applications LRS Officer time

`38 Appendix 1 The Leicester-Shire & Rutland Sport Approach

Diagram 2 demonstrates our frameworks for ensuring decisions taken are focused on local. Our success is dependent on how effective our local delivery arms (Local Sport and Physical Activity Alliances) are. Our aspirations are to devolve both decisions and resources whenever applicable to our Local Sport and Physical Activity Alliances who make the greatest impact at a local level.

`39 Appendix 2 Leicester-Shire and Rutland Sport (LRS) Board Leicester-Shire and Rutland Sport (LRS) Board Terms of Reference (Version 5) 18 Jan 2013

1. The Leicester-Shire & Rutland Sport Board – Terms of Reference

These terms of reference set out the arrangements and key tasks of the Board of LRS. They have been developed and agreed by the board and are reviewed every 3 years.

Role, Functions and Structure:

In addition to making decisions about the work and future direction of Leicester-Shire and Rutland Sport, the Board must also provide leadership, take account of partner’s interests and be accountable both for its own decisions and the actions of the organisation as a whole.

Role of the Board

Shall be: To ensure the work of the Partnership is planned, developed and implemented in order to pursue the Partnership’s vision, outcomes, ambitions and guiding principles as defined by the sub-regional sport and physical activity strategy documents 2009-13 ( and beyond)

To develop the Partnership in such a way that maintains its status as an exemplar and leading CSP. With a particular emphasis on meeting local needs and aspirations around creating a whole landscape approach. To ensure that LRS deliver on national programmes in local ways. To ensure various resources required by the Partnership are provided in a co-ordinated way and monitored effectively. A key focus will be to ensure that our programmes and interventions reach those communities who are accessing the opportunities least. To ensure all aspects of the LRS’s work is fully and effectively monitored.

`40

To champion a specific portfolio/area of responsibility on behalf of and through the board e.g. Governance- Audit and Scrutiny; Finance; Equity in Sport, Safeguarding To ensure that the LRS adopted Guiding principles drive the decisions that the board take in relation to our work to promote : Fair Sport ; Safe Sport ; and Well led Sport.

To ensure all Partners are kept updated on the developments within the Partnership. To act as strong advocates for the work of LRS and champion the role of sport and physically activity in a local and national context.

The Functions of the Board:

The Board’s functions are strategic: focusing on strategy, setting ambitions, overseeing the development of a business plan, monitoring and evaluating process towards achieving those ambitions ; and being accountable for the final outcomes. Specific functions of the Board shall be: Leadership:

Adopt, develop, monitor and review the vision, outcomes, ambitions and guiding principles as set out in the sub regional sport and physical activity strategy documents ( 2009-13 and any subsequent documents. Oversee therole and core functions of the LRS team and ensure they are aligned with local and national targets.

Influences the work of the County Sport Partnership network of CSPs to support the sustainability of local networks for sport and physical activity , ensuring that national policy/investment is delivered in local ways.

Advocate LRS’s long term commitment to : widening; increasing; sustaining and extending participation in sport and physical activity .

Providing leadership to put the above into effect.

Providing a lead for the LRS Director and LRS Core Team and addressing any relevant performance related issues through a robust performance management framework for the CSP Director.

Decision Making:

`41

Monitoring and evaluating the work of the LRS core team against local and national performance measures/indicators.

Identifying risk and developing risk management strategies. Liaising where necessary with LA, host agency or funding partner.

Agree an annual budget and sub-regional performance measures in line with Local and National priorities. Ensuring that the budget is spent in line with agreed priorities.

Where appropriate provide delegated authority to Board Sub groups on specific actions/initiatives. Board members will regard their membership of the Board as per a Non Executive Director role.

Advocacy and Outward Looking:

Representing and considering the interests of the wider partnership. Using their own newtorks, promotr LRS to wider partners and other agencies, particularly local and national agencies. To continually consider the changing national and local environments that the sport and physical activity sector operate in and determine the best strategic direction for Leicester-Shire and Rutland Sport To ensure that LRS is forward facing, dynamic organisation that is able to respond to anticipated future priorities and changes in the policy environment.

Innovation,Entrepreneurship, and Sustainability

A key function of the Board will be to find innovative and enterprising solutions to ensure sustainability such as : - engaging with private and commercial sector; making national sport and physical activity programmes and policies work in local ways, complimentary to local ambitions and aspirations.

Accountability:

The Board will take decisions on a collective basis about the strategic direction of the LRS Core Team and seek to influence LRS key partners to: develop policy and action that: builds in (not bolts on) Equity; creates Safe environments for participation; raises standards; increases resources; drives performance improvements and promotes sport and physical activity to all of our communities.

`42

Final Decisions relating to Staff: remuneration; terms and conditions rest with the Host Authority.

In conjunction with the Host Authority ensure that the LRS Director is appropriately supported and performance managed.

Overseeing and reporting on the Monitoring and Evaluation of the LRS Core team.

Reporting and where appropriate celebrating key achievements to key partners and stakeholders.

Ensuring all members of the Board conduct themselves in an appropriate and professional manner, referring any inappropriate or unprofessional conduct to an appointed ‘sub-board’.

2. The Membership, Recruitment & Voting Rights

Membership:

It is anticipated that in itsongoing make up the Board Membership will consist of representatives from the following sectors/organisations:

Health Voluntary Local Authority Community Safety/Regeneration Children Services/Trusts/Schools Private/Commercial Higher/Further Education Professional/Amateur Sport (including National Governing Bodies) Equity organisations

All of whom will have current local knowledge, appropriate skills and experience of their respective sectors and preferably an interest/knowledge and passion for sport. This will be reviewed from time to time to ensure the board make up is representative of the community it serves/works in.

The Board will also have 1 permanent non-voting member:

• Leicester-Shire & Rutland Sport CSP Director

The Board will have the right to co-opt members for specific meetings or time periods. Co-opted members will only be invited at the request of Leicester-Shire & Rutland Sport Board and will have no voting rights.

`43

Board Members will be identified as per the table in 2.2 and by extension for further periods of 2/3 years. Board members will have the option to re-apply once the membership period is complete. Re-appointment will not be automatic, to encourage Board renewal while retaining corporate memory. It is anticipated that Board Members serve no more than 3 terms of office!! It is essential that Board members regularly attend meetings, align to a specific portfolio of work but retain a broad understanding of LRS as a whole , read and interpret papers and are therefore able to make informed decisions at board meetings. Board Members who miss three consecutive Board meetings will be asked to consider their position on the Board.

Recruitment:

The Board structure should wherever possible, aim to reflect the diversity of the East Midlands sub-region. Board Members must not simply represent their own organisation or personal interests but they must have the necessary skills from a sector and make decisions on what is agreed to be best for sport. Board members will be recruited dependant upon their skills, experience and ability to contribute to the board and the agenda for sport The board will consist of the following members with voting rights: Member Route to M’ship Period of Office Full voting members NOMINATIONS RECRUITMENT ROUTE – BOARD ADVISERS LOCALITY GROUPS x2

Via LSA/SSPAN forum/network meeting or Postal vote

2 yrs

Champions Groups (one each for CYP in Sport , NGB Sport and Physical Activity ) x3

Via the Education and Skills, NGB Sport and Community Sport Champion Group working group

2 yrs

CSCOPS x1 Via Cultural Services Chief Officer Group

2 yrs

Equity Specific Groups

Via established sub regional groups that focus on one or more of the key Equity issues e.g Disability Sport, Women in Sport , People from Minority Ethnic Groups in Sport

2 yrs

`44

OPEN RECRUITMENT ROUTE – NON EXECUTIVE DIRECTORS Chairman x1 Via Open Recruitment Initially 3 yrs

Individual Members x8

Via Open Recruitment by appointed Chairman supported by CEO

Initially 3 yrs

SPECIALIST ADVISERS AS REQUIRED Sport England x1 Identified by organisation As required Youth Sport Trust x1

Identified by organisation As required

scUk x1 Identified by organisation As required Host Agency x1 Identified by organisation As required Others as required/identified to meet gap

As required and agreed by the Chairman and one third of the Board membership

As agreed in advance by board

It should be noted that a representative from Leicester-Shire & Rutland Sport’s host agency will act as Adviser to the board.

Equity:

Accountability for equal opportunities is established at Board level with Leicester-Shire & Rutland Sport achieving and maintaining the Equality Standard at Preliminary Level as minimum operating level.

Applications for Board Membership will be positively encouraged from all sections of the community and particularly from those sections often under represented in sports administration/sports strategy roles.

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Sub Groups:

The establishment of all sub groups will be agreed by the Board and all sub groups will be required to update at the Board on progress via regular written or verbal reports from the portfolio and officer lead. Sub groups will from time to time have delegated authority to respond to and deal with emerging issues .

Frequency:

The Board will meet formally at least 3times a year (it may need to meet on other occasions in order to provide authority for the implementation of specific project plans or for an extra-ordinary matter). However there will also be a Business and Oversight Group that will take a key role in Audit, Scrutiny and Governance meeting on 2 occasions per year : From April 2013: NON EXEC DIRECTORS EXPECTED TO ATTEND A MINIMUM 2 from 3 BOARD MEETINGS and 1 from 2 AUDIT & SCRUTINY Business and Oversight Group

Board Meeting Date

Proposed key work areas to be covered

Fiscal year 2013-14 18th January 2013 Previous years

performance and key plans for coming year

24th April 2013 Financial performance, policy updates/refresh, risk register, Improvement Planning

21st June 2013 Review first 3 months of year performance

18th October 2013 Review first 6 months of year performance

20th November 2013 Review first 6mths of year performance and horizon planning

Fiscal Year 2014-15 28th February 2014 Previous years

performance and key

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plans for coming year 23rd April 2014 Financial performance,

policy updates/refresh, risk register, Improvement Planning

20th June 2014 Review first 3mths of year performance

27th October 2014 Review first 6 months of year performance

19th November 2014 Review first 6 months of year performance and horizon planning

Fiscal Year 2015-16 TO BE DETERMINED Members of the Board are also expected to attend Board level CPD events and Celebration events as organised by LRS core team

Quorum:

A quorum of 33% of members plus one is necessary to convene a Board meeting (equates to 6 Board members).

Voting:

Each full member of the Board shall have one vote; a majority of all voting members present shall be required for any decision. The Chair will have a casting vote if votes are tied.

3. Other

Delegation of Authority

Delegated authority is required for the following activities: Authority to enter into a spending commitment on grants, goods and services and on gifts and hospitality above the thresholds outlined below. Approval of applying for and accepting external grants and other awards above the thresholds outlined below.

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Funding

Agreement with partners

Goods and Services

Accepting of Grants and other external funds

Chair of Board/ Host Authorities

Over £100,000 Over £100,000 Over £100,000

Chair of Board/Host Authority Officer/ L&R CSP Director

£50,000 to £100,000

£50,000 to £100,000

£50,000 to £100,000

L&R CSP Director

Up to £50,000 Up to £50,000 Up to £50,000

Decisions may be required between the Board meetings. Where this is the case the Chairman and Vice Chairman supported by the CSP Director may make a decision and report it to the next available meeting.

Core Values

In order to develop and sustain itself the Group should subscribe to the following core values:

• The principle of ‘Building in, not bolting it on’ Equity is reflected in the way that we conduct our business, develop our systems and apply our processes.

• There is an understanding that Board members lead and shape LRS response to future policy changes – Business Opportunity rather than Business as Usual

• Commitment not to allow personal issues and agendas to dominate or unduly influence the work of Leicester-Shire and Rutland Sport;

• Inclusiveness, openness and transparency will be reflected in the way that business is conducted;

• There is an undertaking to attend three of the quarterly board or sub grouo meetings (minimum) per annum;

• There is a commitment to stay abreast of portfolio /key work areas by working with LRS lead officers.

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• Members regard the ability to act independently and in the best interest of Leicester–Shire and Rutland Sport as a central feature of the decision making process;

• Willingness to Champion and take a lead for specific areas within the developing plans and framework;

• Business will be conducted in an open, transparent and dynamic manner, however on occasion the business of Leicester-Shire and Rutland Sport must be confidential – the Chairman will determine the status of any information or reports.

Remuneration/ Volunteer Expenses

These are unpaid positions however expenses in the form of mileage claims, at Leicestershire County Council travel rates, will be available to all Board members subject to the completion of relevant paperwork in line with Leicestershire County Council procedures and members choosing to take up this option.

3.4 Dissolution

Resources remaining in the event of LRS being wound up will be returned to key funding partners in line with their contributions. Assets such as PCs, desk etc should be distributed to key funding partners or alternatively to groups who have aims that are consistent with Leicester-Shire and Rutland Sport.

Signed (Chairman) (Date) May 2015

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APPENDIX 3 Finance Leicester-Shire & Rutland Sport

FINANCE REPORT YEAR ENDED 31st March 2015

INCOME

Sport England £1,341,712 39%

Strategic Commissioning (LCC) £1,065,225 31% Local Authority Contributions £145,520 4% Host Authority Contributions

(LCC) £417,965 12% Government Funds £71,000 2% National Sports Governing Bodies £39,550 1% Enterprise & Innovation £152,959 4% 2012 Legacy £142,383 4% Other Income £47,425 1% Totals £3,423,739 100%

EXPENDITURE

Ambition 1 - Young People £576,171 17%

Ambition 2 - Adults £565,291 17% Ambition 3 - Facilities £32,071 1% Ambition 4 - 2012 Legacy £319,642 10% Ambition 5 - Clubs and Pathways £248,954 7% Guiding Principles (Safe, Fair &

Well Led) £1,374,904 41% Enterprise and Innovation £85,563 3% Overheads £148,773 4% Totals £3,351,369 100%

Transfer to Reserves £72,370

39%

31%

4%

12%

2% 1% 5%

4% 2% Sport England

Strategic Commissioning(LCC)Local AuthorityContributionsHost AuthorityContributions (LCC)Government Funds

National SportsGoverning BodiesEnterprise & Innovation

2012 Legacy

Other Income

17%

17%

1%

10%

7%

41%

3% 4% Ambition 1 - YoungPeopleAmbition 2 - Adults

Ambition 3 - Facilities

Ambition 4 - 2012LegacyAmbition 5 - Clubs andPathwaysGuiding Principles (Safe,Fair & Well Led)Enterprise andInnovationOverheads

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Programme Area Activities Current

Forecast 2015/16

2016/17 *Estimate

2017/18 *Estimate

INCOME Sport England 1,058,229 836,340 0 Local Authority 1,669,014 1,666,981 1,625,240 Enterprise and Innovation 207,055 194,163 218,850 Other Income 124,861 51,148 16,159 3,059,159 2,748,632 1,860,249 PROGRAMME EXPENDITURE Ambition 1 410,447 393,640 5,000 Ambition 2 255,019 15,000 0 Ambition 3 3,000 5,000 5,000 Ambition 4 205,128 205,500 0 Ambition 5 145,200 122,000 37,000 Guiding Principles 1,119,199 886,576 841,576 Enterprise and Innovation 114,250 115,000 113,000 2,252,243 1,742,716 1,001,576 Overheads 1,050,561 1,042,961 1,029,115 3,302,804 2,785,677 2,030,691 Net Surplus+ (Deficit -) -243,645 -37,045 -170,442 Transfer (-to) from LRS Reserve 243,645 37,045 170,442 0 0 0

*Provisional Estimates requiring further analysis and information

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Appendix 4 Leicester-Shire & Rutland Sport Risk Register 2015-16

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Risk Assessments & Descriptors Likelihood Category Description

Very likely The probability of this risk occurring is almost certain

Quite likely There is a strong possibility this risk will occur in most circumstances Possible The probability of this risk occurring is moderate Unlikely There is a slight possibility this risk may occur at some time Very unlikely The possibility that this risk may occur is rare or exceptional

Impact Category Description

Severe Major financial loss. Severe damage to reputation. Critical impact on business objectives, strategic priorities, activities or milestones.

Serious Serious financial loss. Severe damage to reputation. Critical impact on business objectives, strategic priorities, activities or milestones.

Significant Significant financial loss/damage to reputation. Severe damage to reputation. Critical impact on business objectives, strategic priorities, activities or milestones.

Minor Minor financial loss/damage to reputation. Severe damage to reputation. Critical impact on business objectives, strategic priorities, activities or milestones.

Insignificant Little or no financial impact. Little or no effect on reputation. No effect on service provision.

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Appendix 5 Leicester-Shire & Rutland Sport Core Team

Firstname Surname Job Title Telephone No Email Address

Lucy Baginskis Assistant Sports Development

Officer

01 509 564875 [email protected]

John

Byrne CSP Director

01 509 564852

[email protected]

Abbie Brewin School Games 01509 564874 [email protected]

Sue Calladine Finance & Grant Management Officer

01 509 564855

[email protected]

Teresa Dalby Business Support Manager 01 509 564888 [email protected]

Joe Dolby Marketing & Comms Apprentice 01 509 564864 [email protected]

Noel

Haines

Sports Development Manager (Generic)

01 509 564859

[email protected]

Gemma Hillier-Moses Sports Development Officer 01 509 564873 [email protected]

Jayne

Hough

Marketing & Comms Officer 01 509 564860 [email protected]

Claire Jarvis Sports Development Officer (Generic)

01 509 564854

[email protected]

Sara

Johnson


01 509 564814

[email protected]

Annette

Kendrick

Sports Development Officer (Funding & Clubs) 01 509 564858 [email protected]

Val

Kindred

Netball Co-Ordinator -

[email protected]

Kim

Lillie Innovation & Enterprise Officer 01 509 564853 [email protected]

Becky Linsley Asst Sports Development Officer

(E&I)

01509 564857 [email protected]

Lizzi Major Sports Development Officer (Generic) 01 509 564871

[email protected]

mailto:[email protected]
















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Firstname Surname Job Title Telephone No Email Address

Geoff

Maltby


01 509 564862

[email protected]

Natalia Marshall Coaching Development Manager

01 509 564863

[email protected]

Damian Mawdsley Relationship Manager (Me & My) 01 509 564878

[email protected]

Dan Mitchinson Sports Development Officer (Generic)

01 509 564880

[email protected]

Wendy Riley

Business Development Assistant

(Me & My)

01 509 564877

[email protected]

Kate

Scott

Sports Development Officer (Equity Delivery & Operations)

01 509 564867

[email protected]

Graeme Sinnott CSPN 01 509 564897

[email protected]

Jo Spokes

Sports Development Manager/GHGIS

01 509 564870

[email protected]

Dave

Stock Business Development Manager 01 509 564869

[email protected]

Paul

Taylor Sports Development Officer

(Generic) 01 509 564865 [email protected]

Abbi Tyson Assistant Sports Development

Officer

01509 564879 [email protected]

Harry Venning Sports Facility Development Officer 01 509 564861 [email protected]













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Appendix 6 Leicester-Shire & Rutland Sport Board Members Independently Recruited Andy Reed OBE - LRS Chairman

Independent Sport Consultant Saje Impact Ltd

Bill Cullen - LRS Vice Chairman

Deputy CEO Hinckley & Bosworth Borough Council

Barry Thompson Independent Board Member Independent Consultant Tim Garfield Deputy Director Sport Loughborough University Steve Kind Director of Finance and Operations Assoc. of School and College Leaders Stuart Lindeman Specialist Education Adviser Independent Consultant Sam Ruddock Paralympic Athlete Independent Mike Sandys Joint Director of Public Health Leicestershire County Council Simon Cole/ Martyn Ball Chief Constable/ Superintendent Leicestershire Police Nominated Reps

Callum Orr Headteacher L’shire Headteacher Advocacy Group Ged McDougall Cricket Development Director NGB Champion Group Jo Knight Chair of O&W LSA Oadby & Wigston Local Sport Alliance John Richardson Head of Community Services North West Leicestershire District Council Sue Houghton Chair of Hinckley & Bosworth LSA Hinckley & Bosworth Local Sport Alliance LRS Board Advisers Vicky Ball

Sports Regeneration Manager Leicester City Council

John Sinnott CBE CEO Leicestershire County Council Lesley Hagger Director of Children and Families Leicestershire County Council

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Contact LRS Board members by:

http://www.facebook.com/lrsportcsp

http://www.twitter.com/LR_Sport

http://www.youtube.com/LRSport1

http://www.lrsport.org/register

Documents

Business Plan 2015-17 · `2 . LEICESTER-SHIRE & RUTLAND SPORT (LRS) BUSINESS PLAN 2015-17 . Foreword . We are delighted to present the 11th annual report of Leicester-Shire and Rutland