Visit us on : Contact us on : [email protected] [email protected] “MAKING STUDENT SPORT...

Visit us on : www.busa.org.uk Contact us on : [email protected]

“MAKING STUDENT SPORT BETTER FOR

STUDENTS”

British Universities Sports Association


BUSA – making student sport better for students

What do we want from today :

• share current proposals

• ask for feedback on key questions that these raise

• work in groups to identify issues / questions / concerns to take back to the Strategy Review Group



The success of the strategy review will be dependent on gaining consensus, enthusiasm and ownership.

Our strategy says that BUSA is about sport and students … that BUSA is about making student sport better for students.

The proposals represent the basis for a long term strategy for BUSA

• An independent, but inclusive review of BUSA supported by Edgewood Consulting

• Broad analysis of current areas of activity

• Feedback from research and survey

• A ‘Strategic Framework’, for further development

• Key activity areas


The BUSA strategy is set against the context of Sport at a National Level.

• Student sport can contribute to national strategies and targets

• The Government ‘Game Plan’ for Sport is firmly founded on the principle of increasing participation in sport and physical activity

• Home Nations Sports Councils are committed to developing :

• lifelong participation

• competition pathways

• elite performance

• ……



The survey and supporting interviews provided a resounding endorsement for the role of BUSA – but reinforced the need for change in governance and structure in order for it to retain any influence and to remain relevant.

• “ Be serious about planning for the long term, be upfront about BUSA’s contribution to sport for all and elite sport and raise the profile of BUSA through better planning and promotion of our major finals and events“. John Inverdale, BUSA President

• “ BUSA needs to address its contribution to participation in sport in the UK, its links with NGB’s and Sports Councils and, at the elite end, its needs a clear performance plan…give it a professional energy and recognition“ Sue Campbell, Chair UK Sport

• “…the potential for BUSA to deliver for student sport is huge, however it needs focus if it is to play a strong role within a collective voice for the HE sector,…” Margaret Talbot, Central Council for Physical Recreation



• “..now is a good time to review more formal links between our 2 organisations as many of our Olympic and future Olympic athletes are part of the University system in the UK… Stephen Martin, Deputy Chief Executive, ..” British Olympic Association

• “Perhaps there are too many committees and these could be reduced to devolved key regional groups” – AU President

• “…we need to rationalise in order to be better at what we do…BUSA must focus on better delivery of student sport, volunteer development and empowerment of BUSA staff to do the job,…” BUSA Staff Member

• “BUSA is worse now than it used to be – it has become complacent and needs to change or become irrelevant”. Director of Sport



Over 124 survey responses, over 50 one to one and telephone interviews and 60 responses to a finals questionnaire

The Strategy Survey helped to validate proposals developed by the Independent Consultant.

Respondents Respondents

Core CompetenciesCore Competencies

Delivery capabilityDelivery capability

EffectivenessEffectiveness

PartnershipsPartnerships

Excellent Competitions

Confident in ability to deliver sporting events

Committee structure not effective

Work harder with partners


The BUSA strategy survey had over 120 responses from people including AU Presidents, Directors of Sport, University staff and BUSA volunteers.

This balance of views has been important in validating proposals.

There were over 120 responses to the survey – from all areas.


The core competencies are very much around excellence in competitions, fun & enjoyment and high performance.

Almost 100 respondents to the

survey said the BUSA competencies are

about excellent competitions


90% of respondents to the survey were confident in BUSA’s ability to deliver sporting events & fixtures

BUSA scored highest in ability to deliver sporting events & fixtures but fewer than 33% of respondents had confidence in BUSA’s ability to deliver on marketing & PR and on strategy & development work.


The current committee structure is not effective at delivering

75% of respondents to the BUSA survey agreed that the current committee structure was not effective in delivering / monitoring or evaluating the BUSA objectives.


BUSA can develop better working partnerships

Respondents to the survey showed that there is much scope to develop better partnerships with National Governing Bodies, clubs etc.


Marketing & BrandingMarketing & Branding CompetitionsCompetitions External PartnershipsExternal Partnerships


BUSABUSA

Membership DevelopmentMembership DevelopmentStructure & GovernanceStructure & Governance

Competitions should always be at the heart of the BUSA offering - supported by establishment of key partnerships and increased marketing & branding - underpinned more efficient structures & governance - delivering better value for money for members.



Competitions

• A more focussed range of international and domestic championships

• National championships and finals managed centrally by BUSA head office, local championships and events devolved to regional institutional clusters involving local Sports Development Officers, University Sports Departments and Athletic Unions

• National finals - one day - same venue – raise profile - create a “buzz”

• Recognition for International programme by UK Sport and National Governing Bodies to secure funding and inclusion in World Class Performance Plans

• Discontinue home country representative programme

• Introduce seasonal planning for all events and championships

• Provide profit and loss accounts at sport level

Competitions

• A more focussed range of international and domestic championships

• National championships and finals managed centrally by BUSA head office, local championships and events devolved to regional institutional clusters involving local Sports Development Officers, University Sports Departments and Athletic Unions

• National finals - one day - same venue – raise profile - create a “buzz”

• Recognition for International programme by UK Sport and National Governing Bodies to secure funding and inclusion in World Class Performance Plans

• Discontinue home country representative programme

• Introduce seasonal planning for all events and championships

• Provide profit and loss accounts at sport level



Marketing & Branding

• Raise profile of and recognition for BUSA as the governing body of student sport

• Eliminate negative aspects of current image of student sport

• Attract new main sponsor

• Offer and deliver tangible rewards and benefits to sponsors and partners

• Develop web site and IT capability for fixtures, results, member services

• Stop low level tactical marketing

Marketing & Branding

• Raise profile of and recognition for BUSA as the governing body of student sport

• Eliminate negative aspects of current image of student sport

• Attract new main sponsor

• Offer and deliver tangible rewards and benefits to sponsors and partners

• Develop web site and IT capability for fixtures, results, member services

• Stop low level tactical marketing



External Partnerships

• Strong engagement with external partners – develop service agreements

• Performance Plan delivered with UK Sport, TASS and through NGB’s

• Partnerships with Institutions to deliver national and regional sports programmes

• Unlocking of resources for partnership support, through alignment with Sport England Regions for local programme managers

• Develop links with University & College Sport ( UCS )

• Development roles for BUSA staff liasing with external partners

External Partnerships

• Strong engagement with external partners – develop service agreements

• Performance Plan delivered with UK Sport, TASS and through NGB’s

• Partnerships with Institutions to deliver national and regional sports programmes

• Unlocking of resources for partnership support, through alignment with Sport England Regions for local programme managers

• Develop links with University & College Sport ( UCS )

• Development roles for BUSA staff liasing with external partners



Membership Development

• Focus on development opportunities for AU Presidents

• Better networking of members and more support initiatives

• Volunteer, Team Manager and Coach development opportunities in tandem with NGB’s linked to sports clubs and future student careers

• Review subscriptions and improve value for money

• Investigate commercial opportunities to support BUSA members

• Business agreements between BUSA and institutions for services

Membership Development

• Focus on development opportunities for AU Presidents

• Better networking of members and more support initiatives

• Volunteer, Team Manager and Coach development opportunities in tandem with NGB’s linked to sports clubs and future student careers

• Review subscriptions and improve value for money

• Investigate commercial opportunities to support BUSA members

• Business agreements between BUSA and institutions for services



Structure & Governance

• A dynamic, professional structure required, maintaining the student involvement at the appropriate levels

• Speed up decision making and make staff more accountable

• Retain AGM, dissolve General Council and Officers group

• Establish a Management Group accountable to Executive Board for strategy delivery

• Sports Management Groups to be based around external partnerships

• Improved annual planning against long term strategic goals

Structure & Governance

• A dynamic, professional structure required, maintaining the student involvement at the appropriate levels

• Speed up decision making and make staff more accountable

• Retain AGM, dissolve General Council and Officers group

• Establish a Management Group accountable to Executive Board for strategy delivery

• Sports Management Groups to be based around external partnerships

• Improved annual planning against long term strategic goals


Reliance on numerous committeesReliance on numerous committees

Ad hoc relationships - one-off meetingsAd hoc relationships - one-off meetings

Low level tactical marketingLow level tactical marketing

StopStop StartStart

Raising profile of and recognition for BUSA as the governing body of student sport

Raising profile of and recognition for BUSA as the governing body of student sport

Marketing & BrandingMarketing & Branding

Strong engagement with external partners – develop service agreements

Strong engagement with external partners – develop service agreements

External PartnershipsExternal Partnerships

Structure & GovernanceStructure & GovernanceA dynamic, professional structure maintaining student involvement at the appropriate levels

A dynamic, professional structure maintaining student involvement at the appropriate levels

Ad hoc training / development for AU PresidentsAd hoc training / development for AU Presidents

Membership DevelopmentMembership DevelopmentReviewing subscriptions and improve value for moneyReviewing subscriptions and improve value for money

Home Country representative programmeHome Country representative programme

CompetitionsCompetitionsNational c’ships and finals run by BUSA head office, local c’ships devolved to regional clusters

National c’ships and finals run by BUSA head office, local c’ships devolved to regional clusters

Core activity areaCore activity area




The success of the strategy review will be dependent on gaining consensus, enthusiasm and ownership. Our strategy says that BUSA is about sport and students … that BUSA is about making sport better for students.

BUSA should focus on 5 core activity areas :• Better competitions for students• Stronger branding and marketing• More opportunities for members • Focused partnerships in key areas• Faster and more effective decision making structures

So what does this mean :• Bigger finals events – higher brand profile• Devolve local leagues to a regional structure• Give the Executive decision making powers• Establish contracts with key partners TASS, NGBs, Regional Sports Boards, UCS etc.

What do we do next :• Workshops / Officers – May• General Council – June• Action plans – Sept.


Strategy implementation and timescales

• Endorsement and sign off – Exec 20th May

• Strategy presented and approved – General Council 17th June

• Establish Working Groups / extend remit of Strategy Group to plan priority actions on

• Competitions

• Membership Development

• Structure and Governance

• Expedite next steps – to capture momentum


A series of bulletins will be used to help provide communications to key stakeholder groups.

There are key deliverables / milestones at regular points

Feb 05Feb 05

Mar 05Mar 05

Apr 05Apr 05

May 05May 05

Jun 05Jun 05

Scoping / ResearchScoping / Research

Interviews / data collection

Interviews / data collection

Options appraisalOptions appraisalRecommendations /

final reportRecommendations /

final reportDevelopment of options

Development of options

25/02 Contract

30/06Final

report

28/02Questionnaire

28/03Research findings

20/04Options &

evaluation criteria

20/05Exec.

17/06General Council

10/11 Mar.Officers / Exec.

18/20 Mar.Finals w/e

21/24 Mar.UCS Conf.

27/04Rugby finals

5/6 MayOfficers / Exec

TbcDivisionalmeetings

15/02Bulletin 1

- intro

01/03Bulletin 2- q’aire

15/03Bulletin 3- reminder

29/03Bulletin 4- findings

05/04Bulletin 5- w/shops

17/05Bulletin 6

- w/shop o/p

24/05Bulletin 7- interim

Tbc.Bulletin 8/9

- final & thanks

Milesto

nes

Ph

ases

Even

tsC

om

ms

Visit us on : Contact us on : [email protected] [email protected] “MAKING STUDENT SPORT...

Documents

Transcript of Visit us on : Contact us on : [email protected] [email protected] “MAKING STUDENT SPORT...