A review of Progress against the Sports Strategy – A Dual Assurance Paper
1
Introduction
The current sports strategy was agreed in October 2005 by the Sport and Wellness
Board and subsequently by University Council. The theme – supporting the
challenge of Top 20 by 2010 – was chosen so that the sports strategy aligned with the
wider University strategy of the time. The inclusion of sport as a specific metric
within the “Top 20” agenda provided a clear structure for the strategy, around the key
themes of facilities, performance and participation.
The new driver – “Top 10 by 2012” - does not include sport as a specific metric,
though sport and wellness is referred to as something which remains important to the
University. Our achievements will continue to be measured against our competitors,
through the “balanced scorecard” approach.
The current strategy was written with the expectation that it would “carry the Sports
Office to 2010 and beyond.” Given the achievements against the strategy, and the
changing strategic landscape for the University, a new strategy will be brought
forward for consideration in October 2008. It is hoped that the document will bring
together the strategic direction of the Sports Office and the Athletic Union, and out of
the strategy will come annual operational level objectives which, in particular, will
provide the AU President with a sense of ownership for target setting within their own
year.
2
The Mission
To provide good quality sports facilities and services to users; support student teams
in their quest for regional and national sporting success, and to promote active
participation in sport and exercise throughout the University and wider community.
Clearly the mission will be reassessed as we move into a new strategic era, but the
above statement remains an effective summary of what we have been about over the
period of the strategy.
3
The Environment
A number of the perceived weaknesses affecting sport at Exeter have been lessened as
follows:
-
understaffed, leading to holes in service quality and business development;
overall University finances;
little or no health development work;
public perception of facilities being not available for them.
Staffing levels remain a concern (particularly in the health and fitness area) but we are
getting closer to the position where service levels in some areas of the business are of
a high quality.
Clearly, considerable progress has been made on the health agenda, though there
remains much to do.
While we have no empirical evidence, the anecdotal view is that the public are much
more aware of what is on offer, and accept that the facilities are open to them. Our
take-up of public gym membership is higher than ever, and our facilities are heavily
used throughout the year including when the students are absent.
A major threat remains from the current strategy – the availability of land and of
capital for an emerging capital programme. A major strand of the new strategy will
address funding, but an important place for sport within the new estate masterplan is
critical.
4
Future Vision
By 2010, sport will play a strategic role in the centre-stage of the University of
Exeter.
This has not yet been achieved, though sensitivity to issues of sport and wellness has
been raised, albeit without direct evidence to support this.
5
Strategic Goals
i
have sport and wellness established across many University functions
including catering, conferencing, student recruitment, staff retention and
marketing;
Sport and wellness is well established against all of these functions. Healthy
eating options exist at most locations; there are frequent collaborations
between the Sports Office and the Conference Sales Office to mutual benefit,
we have a clear tie in with the student recruitment team particularly with
regard to performance athletes, sport is frequently used as a marketing tool for
the University, and the staff wellness programme aims to make a direct
contribution to the staff retention agenda. Links with DARO and CAP
continue to develop, as do partnerships with a number of schools.
ii
Establish a formal relationship with the Devon and Exeter Healthcare NHS
Trust and other agencies in an attempt to encourage active participation in
sport and exercise throughout the local community;
The Action After Stroke programme and the Chronic Obstructive
Pulmonary Disorder programme are two examples of programmes which
bring the University and external health providers together. A further
initiative is in development, to increase surgery survival rates and to reduce
post surgical bed occupancy days days.
iii
be a leading achiever in the University sport league tables, consistently
finishing in the top ten of the BUSA rankings;
We have yet to finish “consistently” in the top 10, though our current standing
is approaching this. The “top 20 metrics” put us consistently in the top 10
though this is not in the public arena.
iv
engage with a wide cross-section of local businesses and agencies through
sport, to court sponsorship and encourage facility usage;
There has been a considerable volume of activity in this area, with reasonable
success is securing support from local businesses. Further plans are in
development.
v
be a leading provider of quality sports facilities in order to enhance the
reputation of the University both regionally and nationally;
Achieved and on-going.
vi
through sport make a major contribution to the quality of the student
experience for the majority of students, ensuring that all students have an
equal and reasonable opportunity to engage in healthy activity;
Achieved and on-going.
vii
have a diverse income base that grooms and maximises support from alumni
and business.
Achieved and on-going.
6
Identification of Strategic Themes
6.1
Facilities Management and Development
i
Carry out a mapping exercise of all Streatham Facilities
Complete, subject to over-riding outcome from the estate masterplan.
ii
Carry out a utilisation study of all existing facilities and monitor leisure
and participation trends among the public at large.
Not fully carried out.
iii
Carry out a feasibility study for rationalisation and improvement of
facilities for swimming
Both pools now under the management of the Sports Office.
Cornwall House identified as the preferred location for redevelopment of
swimming provision at the University, subject to provisions of the
masterplan.
iv
Produce an outline 10 year plan for facility development
Early draft completed, firmer proposals subject to the outcomes of the estate
masterplan.
v
Keep a watching brief on funding sources for campus based facility
developments
On-going, success achieved to date.
vi
Continue the modernisation process to ensure that all older facilities
match current expectations, and that all new facilities are maintained to a
high standard.
Small and medium sized projects schedule developed and implemented.
Future budget for projects under discussion.
vii
Assess the viability of seeking accreditation under the Inclusive Fitness
Initiative, to service disabled users more fully
On hold pending the development of purpose-built accommodation for health
and fitness.
viii
Bring staffing of facilities up to a level where the quality of service
matches user expectations
Considerable improvements seen in service standards (note the latest mustery
shopper report). Further work needed, particularly in health and fitness and in
supervision of car parking arrangements.
6.2
Health and Wellness Development:
i
Review membership and pricing structures in relation to competitors;
Changes to prices made to reflect competitor’s position; peak and off-peak
times modified to regulate demand for facilities (particularly health and
fitness).
ii
Review opening hours to ensure that the balance of access and
affordability are right.
Opening hours extended at weekends and for early mornings. Further
expansion is being considered.
iii
Carry out student and staff surveys to ascertain participation levels in
general, and satisfaction levels in relation to University Sports facilities
and health services
User group up and running; Champions group used as a further quality
feedback group; customer feedback/complaints system introduced; annual
survey now in place, alongside national initiative (the National Active Student
Survey).
iv
Develop support across the University for the concepts and benefits of
healthy lifestyles, including active support from senior managers;
A raft of initiatives are now in place to meet the varying aspirations of the
University community. Latest programme includes using exercise to counter
depression. Frequent collaboration with Occupational Health, though more
work needs to be done to facilitate proactive use of healthy lifestyle initiatives
to combat reduced work attendance.
There is now a really healthy and collaborative approach emerging between
the Sports Office and the Athletic Union.
v
Develop a corporate well-being programme for staff;
In place and on-going.
vi
Ensure that the induction process for new staff includes the various
health and well being options available to them, in addition to access to
sports facilities and membership.
In place
vii
Expand on the number of health options that are currently available.
On-going.
viii
Develop a student health improvement programme
Some progress here, though more opportunity for proactive, outreach work for
hard-to-reach groups.
ix
Work with on-campus groups to develop a healthy campus initiative;
Support for the “wellness” agenda grows each year among other partners.
Personnel are now fully behind the interface between OH and exercise
referral; HS are much more interested in healthy eating outlets across campus;
the cycle scheme is coming up for another round; plans are being developed to
expand a network of trails across the campus; flexible working initiatives are
being piloted, (in part) to make participation in organized activity more viable;
and an employee volunteering scheme is being considered, which would see
University staff giving up a day to provide exercise opportunities for the wider
community.
x
Develop a network of “champions” who will assist in developing a
groundswell of activity at a local level (halls of residence, academic
schools, PS sections);
In place in the staff community.
xi
Link with other deliverers to ensure a coordinated approach to the
creation of a distinctive Exeter Graduate;
While this is running on a number of levels, it had not been possible so far to
draw this distinctiveness together (does Exeter want to be defined by its
graduates being fit and healthy?).
xii
Work with the Athletic Union to ensure a high quality experience for
those engaged in sport through AU clubs
Considerable progress in this area, though volume of demand each year makes
the quality of the experience a difficult area in which to maintain consistency.
6.3
Business Continuation and Development
i
Grant Funding
A significant increase in grant funding has yet to be seen. This is currently
under discussion with the Director of Finance with a focus on the 2009/10
year and beyond.
ii
Membership
A full review of the membership structure has been carried out, but we have
not been able to find a system better than the one currently in place.
Considerable improvements have been made to the current system, which will
continue to run until the next review which will be carried out if the cap is
removed from variable tuition fees.
iii
Develop a health screening programme aimed at local businesses
This has not been a priority because of turbulence and capacity within the
health and fitness team.
iv
Develop a standardised corporate events programme
In place and on-going.
v
Improve marketing of corporate membership arrangements for business
Much improved and on-going.
vi
Develop a proactive approach to organising events during vacations
In place and on-going.
vii
Secure IiP accreditation
In place
viii
Develop a Communication Strategy
In place and on-going. New web officer now recruited and operational from
Autumn 2008.
6.4
Performance Sport Strategy
i
Develop the performance programme to bring more sports up to an
excellent level;
New sports have been added to the programme and other sports are being
considered. There is a growing pool of professional coaches supporting
student activity, alongside other support services such as strength and
conditioning, physiotherapy, psychology and biomechanics.
There has also been a considerable amount of work in bedding in policies in
areas such as academic flexibility, to ensure that more students are able to
reach their potential in both the sporting and the academic sphere.
ii
Bed-in improvements made over recent years to the Scholarship Scheme;
There have been considerable improvements in this area, as witnessed by the
award of Hub status by TASS.
iii
Develop a more proactive approach to recruiting students to the scheme,
keeping a particular watch on equality issues;
There has been considerable progress in this area, within the current resource
constraints. We hope to do more in the future with using our current scholars
as ambassadors with their former schools.
iv
Use the web and other media to spread good news messages more
extensively;
A good relationship is in place with the PR office to ensure that we are able to
maximise our successes. More work will be done on our web presence with
the new web officer.
v
Develop initiatives to support academic excellence among the sports
performance community
We are currently in discussion with the two biggest “sports performance”
schools to ensure that our monitoring and mentoring processes are as good as
they can be; good practice will then be rolled out more widely. The academic
performance of sports performers exceeds the median for Exeter.