BUCS strategy
update
Chair of Steering Group – Tim Garfield
A brief recap
• Proposed new VISION
• the best university sport experience in the world
• Proposed new MISSION
• a world class higher education sport and physical activity
experience,. . . creating the most engaged university
communities in the world
Three inter-related strategic areas
Profile &
Influence
Educ
& Dev
Sport &
Physical
Activity
STEERING GROUP REMIT
Brief:
Check & challenge, prioritise and operationalise
Unanimous consensus on
o
Providing leadership
o
Clarity of roles – Exec & member body
o
Increasing transparency of decision making
Strengthen evidence base
Align resource to ambition
Identify and use expertise
STEERING GROUP REMIT
Effective voice for HE Sport inside and outside of the sector
• Workforce
• Infrastructure development
• Talent
Lets not forget……..
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social &
Informal Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
DELIVERY LEVELS
Int’l
National
Regional
advocacy
University / Campus Based
NGBs &
UK SPORT
Elite
Sport
Home
Nations
NGBs &
EXTERNAL
EVENT
PARTNERS
SAGs &
BUCS
office
GAPS ?
Competitive Sport (intervarsity)
Tournament
Directors
Aspiring
Leaders (staff)
Referees & Umpires
Sport Sabbaticals
Social / Informal Sport
SPORT ENGLAND,
NGBs (Regional) &
LOCAL PARTNERS /
PROVIDERS
Level 3-4 Coaches
LEADERSHIP
DEVELOPMENT
Senior Managers’
Network
Trials
Performance
Practitioners
Professional
Network Groups
Club Captains
Volunteers
BUCS
Regions
and HEIs
Level 2 Coaches
Event Organisers
Level 1 Coaches
Fitness Instructors
UK ACTIVE,
Local &
University
Partners
BUCS
H&F
Professional
Network
Health &
Fitness
Class Instructors
Lifestyle Advisors
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social & Rec
Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
PHYSICAL ACTIVITY & HEALTH
Context
• Largest part of our ‘continuum’ – estimated to be between 320,000 – 500,000
student participants in facilities (many more active outside of facilities)
• Above the 12% national average fitness membership
• ‘Probably’ largest independent chain of Fitness Centres in UK!
• Often underpins the business of University Sport
• Health and Fitness network up and running and whilst fruitful it is not strategic
in focus
PHYSICAL ACTIVITY & HEALTH
Definition
The Health and Fitness strand has considered everything that is not
traditionally termed ‘sport’ and includes physical activity that takes place
outside of health and fitness facilities. We recognise the important link into
other wellbeing/welfare services but this will not form part of the short term
scope of this work.
PHYSICAL ACTIVITY & HEALTH
Objectives
1. EVIDENCE & INSIGHT: To gain more evidence and insight around both the offer
and size of the HE Health and Fitness sector to aid in influencing key decision
makers in the wider sporting landscape
2. UNDERSTANDING OUR VALUE: To provide further information and insight useful
to institutions in lobbying for greater Health and Fitness provision and to develop
a greater understanding of the value that it offers
3. BEST PRACTICE: To increase the sharing of best practice from inside and outside
the HE sector to enable the health and fitness offer to continually progress and
adapt taking into account individual institutions local demographics
4. MAXIMISING OPPORTUNITIES: To galvanise the sense of collectiveness to drive
the potential opportunities as a significant ‘body’ in activities such as developing
National Campaigns and influencing suppliers to gain commercial advantage
Longer Term: Greater connection with ‘Wellbeing Services’ and particularly
those linked with Mental Health
PHYSICAL ACTIVITY & HEALTH
Thoughts and Considerations
• Not BUCS office area of expertise
• Not seen as a collective sector
• Potential sleeping giant with regards to our numbers
• Should be a greater part of education journey but tend to be seen as a
business – little thought on retention, etc
Conclusion
Develop strategic partnerships with relevant bodies i.e. ukactive
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social & Rec
Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
SOCIAL & RECREATIONAL
SPORT
Objectives
• To provide the opportunity for students and staff to access a wide range of high quality sports
experiences at a social / recreational level in order to:
o
o
o
o
Increase levels of participation
Contribute to wellbeing
Contribute positively to the student experience
Develop sports leaders and provide internal opportunities for student volunteering
SOCIAL & RECREATIONAL
SPORT
Definition
• This area should encompass organised sport activity below BUCS competition, with a focus on home
nation sport council defined sports
• Not to cover individual activity such as lone running etc
• Three main areas:
• Intra mural sport (committed, competitive, consistent)
o Regionally based inter varsity (like LUSL)
o Local inter varsity (between 2 or 3 HEIs)
o Traditional intra mural at individual HEI
• Organised competitive sessions (drop in, no commitment, fitness)
o Organised sessions but no need to have a team, just turn up and play
o Facilitated rather than coached
• Beginner / introductory (casual, something new, skill acquisition)
o Coached beginner sessions to encourage participation in a new activity
SOCIAL & RECREATIONAL
SPORT
Overriding themes
• We need better insight into what students want – segmenting our market/s
• Identifying and overcoming the barriers
• We need better data detailing what already goes on, to present impact (big numbers) to partners &
funders (we are an important sector but need evidence!!)
• How activity links to local clubs and the community – exit routes to ensuring a sporting habit for life
SOCIAL & RECREATIONAL
SPORT
Internal
External
• Students Union
• NGBs
• Schools & Faculties
• Local Authorities
• Student volunteering leads
• CSPs
• Marketing & Comms
• Local sports clubs
• 3rd Party sport & facility providers
SOCIAL & RECREATIONAL
SPORT
Considerations
• Facility availability and cost are key considerations
• Importance of the experience as well as numbers
• Benchmarking (for quality)
• Use of technology to aid promotion and adherence
• How we promote and share good practise
SOCIAL & RECREATIONAL
SPORT
Further work priorities
• Insight
• The structure to facilitate social sport
• Partnerships and 3rd parties
• Use of technology to aid promotion and adherence
• Workforce and link to student volunteering
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social & Rec
Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
COMPETITIVE INTER VARSITY
• The competition programme should be about recognising and rewarding those identified as
‘the best’
• The national programme should be about quality not necessarily quantity
• There should be sports specific solutions where possible
• The programme should be athlete centred
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social & Rec
Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
PERFORMANCE SPORT
DEFINITION
• BUCS national/premier level competition;
• University scholarship athletes;
• Student athletes included in an NGB Talent Development Pathway;
• Student athletes involved in TASS (England) and Winning Students
(Scotland).
PERFORMANCE SPORT
HE’s contribution – BUCS led
• Acting as the lead organisation for World University Games (WUG)
and World University Championships (WUC)
• Acting as the lead organisation for international influencing in the HE
sector
Performance Sport
HE sectors contribution – Sector led
•
•
•
•
•
•
•
Encouraging and facilitating the development of dual career student athletes within the HE
sector through programmes of support and scholarships
Providing environments for NGB high performance training
Supporting NGB Talent Development Pathways
Running performance programmes for student squads
Developing performance coaches and practitioners
Conducting research relating to performance sport
Providing venues for major sporting events
PERFORMANCE SPORT
•
Support for the BUCS International Strategy
•
Encouraged the continuation of BUCS work in partnering with HEIs to attract FISU
events to the UK
•
Strong endorsement for the continuation of BUCS’ involvement in the WUGs and WUCs
and of the strong partnerships that have been established with NGBs in relation to these
events.
•
However, WG proposed sending athletes to these events even if not supported by NGBs
(NB; Not at BUCS expense)
•
Plus supported multiple EUSA entries
PERFORMANCE SPORT
Performance sport to have a higher profile and support;
•
Within BUCS office (designated Performance Sport lead)
•
Within SAGs
•
Through facilitated sharing of best practice
•
Through working with TASS to develop coach & practitioner pathways
•
Through advocacy for sports scholarships
•
Through establishment of a BUCS working group for PS
PERFORMANCE SPORT
Tensions
•
The extent to which BUCS competitions should be aligned to NGB pathways with
particular reference to the current rugby discussions.
•
Complexity of British v Home Nation structures in this area.
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social & Rec
Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
EDUCATION & WORKFORCE
DEVELOPMENT
Current Aims as identified in the strategy
• HE Sport developing accomplished student and graduate leaders
• HE sport staff the best qualified in the world.
Success
Description of what success looks like in this area:
• Clear recognition by University senior leaders, students and Industry of the skills and attributes that can
be developed through sport.
• HE is recognised for providing the next generation of sports workforce
• HE attracts, recruits and retains talented staff and volunteers
Clear recognition of skills
Develop a high profile impact piece for each segment that delivers a tailored message:
Senior Managers
• Employability research – progression from the SIRC research, and specifically how students
involved in sport develop employability skills
• Academic and employability – research into academic performance of sports students plus
their employability linked to DELHI survey
• Co – curricular impact – impact sport has on retention of students
Students
• Define skills developed through sport
• Increase awareness of value to employees – case studies, evidence on why they are
valuable and how they can make you distinctive in the job market
• Increase ability of students to articulate skills to employees
Clear recognition of skills
Industry
• Mapping transition of student sports workforce into industry – making the case to sports
industry of the contribution HE plays to wider sporting landscape
• Demonstrate the contribution of HE sport staff on leadership and influence of sporting
landscape (BUCS/HE staff alumni)
HE is recognised for providing
the next generation of sports workforce
• Skills Audit/Power map – of existing staff/volunteers and what there skills are and what positions they
hold – NGB’s etc
• Aspire to address inclusion in sports leadership
• Skills and leadership framework/Bucs Leadership diploma
• Partner with industry experts and prof bodies for access or potential external accreditation or BUCS
accreditation
• Create a BUCS T&D advisory group
• Create Alumni tracking function to evidence – staff
• Identify Champions and advocates
• Staff and student mentoring scheme – cross HE and beyond
BUCS STRATEGY 2015-18
Strategy
Steering
Group
Sport &
Physical
Activity
Performance
Sport
Social & Rec
Sport
Education &
Development
Competition
Inter varsity
Physical
Activity &
Health
Profile &
Influence
Academic-Practitioner
Interface
PROFILE & INFLUENCE
Scope of Work
• What are the biggest priorities, which would make the most difference to the cause of HE Sport
(student experience etc – in its widest sense)?
• What resources need to be in place to allow this to happen (indicative costs and timescales if possible),
matching actions with available and increasing resources)
• Longer term benefits, rather than quick wins
Scope of Work- Profile
• Identify the difference between HE, HE Sport and current BUCS sport
• Promote BUCS into being THE HE Sport representative body
• Getting credit for what HE Sport already delivers for sport in the UK
• What are the HE/internal drivers to invest in HE Sport?
• What are the external drivers to invest in HE Sport?
• Making the case for sport, consistency of influence and overall sustainability
• Using empirical research evidence to make the case internally
• Profile of HE Sport to our students and staff - is it "sport at university" or "HE sport" or both and what
does each mean to our students, staff and external stakeholders?
Scope of Work- Influence
• Who are we seeking to influence?
• Who are the influencers?
• Who are the HE, HE Sport and other leaders who can influence our sector?
• How do we provide them with the right information to use on our behalf?
PROFILE & INFLUENCE - Strengths
• Great reach in the HE sector - @150 HEI as members
• Huge range of expertise and a willingness to “do stuff”
• Potentially massive “workforce” amongst student body
• Creativity, innovation, enthusiasm and team players
Profile
Internal
External
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Members – DoS and Student Reps
Board of Governors
VC’s and ULT’s
Staff in Sport and Recreation
SU Senior Teams/ Elected Officers
Commercial Services
Academics
HR/ Marketing/ OH/ International
Students and Staff in HE
Media – print and broadcast
Government dept’s – Health, DCMS, BIS
Agencies – Sport England, UK Sport,
CSP’s, UK Active, CIMSPA, LFHE
Potential sponsors/Graduate Employers
Local Residents
Local Authority & Agencies (CSP’s, L.A.’s
etc.)
Alumni – HEI’s and BUCS
Suppliers
Professional Clubs
ENAS/ FISU/EUSA
NUS, UUK, HEFCE
Influence
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Members – DoS and Student Reps
Board of Governors
VC’s and ULT’s
Staff in Sport and Recreation
Academics
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Government dept’s – Health, DCMS,
BIS
Agencies – Sport England, UK Sport,
CSP’s, UK Active, CIMSPA
Alumni – HEI’s and BUCS
UUK, HEFCE, NUS
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Strategy
The Three C’s – Communication, Community, Culture
• Some of the key issues appeared to be the culture of BUCS and the engagement of institutions
that possess varied cultures and visions. The range poses an issue to ongoing engagement and
aligning to a message that all can engage with.
• With regard to the launch of new Strategy discussion revolved around how and when this might
best be achieved, in particular as a new CEO will soon be in post. The CEO and BUCS HO
team may need some time to align their thoughts around the new strategy.