Enjoy Engage Excel Principles guiding Sport NI investment in Sporting Clubs and Sporting Winners objectives. Page 1 of 8
1. Background 1.1. This paper outlines a number of proposals that aim to contribute to the achievement of the Sport NI Corporate Plan Sporting Clubs and Sporting Winners objectives. It advocates principles to guide all Sport NI s work under the respective objectives including financial investment, the investment of expertise and the provision of services to athletes. 1.2. The paper also outlines a model for investment in the development of sporting clubs and sporting winners. The model proposes a single submission across the corporate plan objectives from eligible applicants to significantly reduce levels of bureaucracy. 1.3. The paper concludes with a proposed timeline for making investment decisions, taking into consideration planning for investment beyond PerformanceFocus 2013-2017 2. Strategic Context 2.1. The overall strategic context for the proposals regarding investment is the Sport NI Corporate Plan 2015-2020, which proposes a long term Vision of: Northern Ireland: renowned as a place where people enjoy, engage and excel in sport. This Vision is further energised through a proposed Mission Statement for Sport NI: to lead world class sports development at all levels producing more participants and more winners. 2.2. Sport NI believes that this vision, and critically Sport NI s Mission, can be realised through three Strategic Objectives - Sporting Communities, Sporting Clubs and Sporting Winners. These strategic objectives frame six key outcomes that will increase sports participation and improve sporting performances by NI athletes on a global stage.specifically, in relation to this paper: 2.3. Sporting Clubs aims to enable more people to develop and reach their sporting goals through a structured environment. In achieving this objective, the Corporate Plan proposes two Priorities for Action: 2.3.1. Priority for action 3 We will support the sporting workforce to enable sports clubs to develop and deliver quality sporting experiences so that people can enjoy and sustain a sporting lifestyle. Page 2 of 8
2.3.2. Priority for action 4 We will invest in quality sports facilities that engage communities, support achievement of sporting goals and develop future champions. 2.4. Sporting Winners aims to help more Northern Ireland athletes to win at the highest level. In achieving this objective, the Corporate Plan proposes two Priorities for Action: 2.4.1. Priority for action 5 We will prioritise those sports and athletes who have the potential to achieve success and excel at the Olympic, Paralympic and Commonwealth Games. 2.4.2. Priority for action 6 We will work strategically with sports (including culturally significant sports) to invest high performance expertise where it is most needed to ensure success. In light of the Sporting Winners objective it is intended that proposals for future investment in athlete development will prioritise those Olympic/ Paralympic and Commonwealth Games sports and athletes most likely to achieve success. Where resources permit, consideration will also be given to the financial requirements of other sports and athletes, in particular, focusing on those with the potential to win at the highest level. 3. Principles 3.1. Sport NI has developed principles to guide investment within the Sporting Club s and Sporting Winners objectives of the coporate plan. They will shape decision-making when allocating limited financial and staff resources and will communicate to athletes, governing bodies and other partners our expectations of their role and responsibilities, and our intended relationship with them over the 2017 2021 period. The following sections detail the principles and also outlay how they will be applied in the proposed model for investment. 4. Principles Sporting Clubs 4.1. The four principles guiding investment in sporting clubs align with Sport NI s People, Planning, Partnerships, and Places Corporate and Business Plan components agreed as central to growing and sustaining an effective sporting system in Northern Ireland. 4.1.1. Principle 1: Engaging and supporting the right people 92% of sports clubs rely on volunteers. Coaches, administrators and officials are just some of the important roles played within sports clubs. People are an invaluable resource within sports clubs and as such it is important that this resource is effectively recruited, developed, retained and recognised. Page 3 of 8
4.1.2. Principle 2: Effective planning Sporting Clubs success is defined by growing and sustaining levels of sports club membership; high quality provision; and quality of experience. To create this environment it is important for governing bodies, local authorities and clubs to plan their development strategically; and monitor and evaluate this effectively. 4.1.3. Principle 3: Strong partnerships Governing bodies of sport and their regional branches hold the responsibility for the development, profile, organisation, governance and leadership of their sport. However this cannot be achieved in isolation but requires the development of partnerships with relevant organisations i.e. local authorities, education, communities and others. 4.1.4. Principle 4: Quality and accessible places for sport The circumstances of each sport and club will determine their ability to financially invest in infrastructure or their need for public intervention. Direct investments in sports clubs will focus on developing the club in a sustainable way to grow club membership and enhance the quality of experience. 5. Principles Applied Sporting Clubs In Sporting Clubs these principles will be applied in the following ways: 5.1. Principles 1, 2, 3 & 4 5.1.1. The focus is primarily on the following: - Growing the number of sports club members and sustaining membership. - Increasing the number of athletes within defined segments of governing body of sport talent pathways. 5.1.2. The following are also focus areas: - Quality of sports club management and operations. - Increasing the quality of club-based athlete development and coaching environments. - The recruitment, development, deployment and/or retention of a skilled and active coaching workforce for identified coaching environments. 5.1.3. Success will be measured in the following ways: - The number of sports club members. - The number of athletes within defined segments of the governing body talent pathway. - The number of clubs achieving endorsed club accreditation standards. - The number of clubs recognised as providing high quality athlete development and coaching environments. - The number of active coaches within identified coaching environments. Page 4 of 8
5.1.4. The following information will indicate progress and aid on-going planning: - Club Development system evaluation. - Club membership and infrastructure audit overview. - Coaching Development system evaluation. - Coaching workforce audit overview. - Talent Development system evaluation. - Talent population mapping overview. 5.2. Governing bodies wishing to avail of Sporting Clubs investment may choose not to seek investment across all of the focus areas, but would be expected to include at least one of the primary focus areas and at least one of the other areas of focus. 6. Principles Sporting Winners 6.1. To guide Sport NI s work in achieving the Sporting Winners objective, it is proposed to implement seven principles in the 2017 2021 period. The principles aim to reflect the role, context and values/principles of Sport NI and align where appropriate, with principles agreed by UK Sport, one of Sport NI s major strategic partners. 6.1.1. PRINCIPLE 1: International Success Sporting Winners success is defined by the achievement of athletes and teams when competing against the world s best, in particular in Olympic/Paralympic and Commonwealth Games. It is measured by the number of competitive placings, medallists and medals won. It is recognised by celebrating the achievement of each medallist. 6.1.2. PRINCIPLE 2: Investing in Sports National Governing Bodies of sport hold the responsibility for the development, profile, organisation, governance and leadership of their sport. This includes the responsibility for identifying and supporting athletes and forming successful international teams. 6.1.3. PRINCIPLE 3: Investing in Athletes Choosing to pursue a career at the highest level of international sport, in particular Olympic and Paralympic sport, requires extreme commitment from athletes. This commitment will push the physical and emotional boundaries of athletes and have a significant impact on their lives. 6.1.4. PRINCIPLE 4: The cost of International Sporting Success It takes a significant human and financial commitment to meet the cost of International sporting success, in particular at Olympic and Paralympic level. The circumstances of each Governing Body and each athlete will determine their ability to meet these costs. 6.1.5. PRINCIPLE 5: Strengthening the Performance Pathway Medal success at the highest levels of global competition, in particular Olympic and Paralympic Games, normally requires athletes to commit to a sustained period of intensive training over many years. Athletes Page 5 of 8
and teams will have a greater chance of success if they are well supported throughout the Performance Pathway. 6.1.6. PRINCIPLE 6: Investing in People Sports that achieve consistent international sporting success are characterised by the experience, expertise and dedication of their staff and those others working with athletes in the system. World class coaches, scientists, technicians, medical practitioners, administrators and leaders are all key to embedding and further evolving a successful high performance system. 6.1.7. PRINCIPLE 7: A Culture of Responsibility, Accountability, Partnership and Excellence Responsibility and accountability lies with: - athletes for their performance; - National Governing Bodies for defining their high performance strategy, developing annual plans, identifying, supporting and developing athletes, monitoring athlete performance and aligning resources to meet their goals in a sustainable and efficient manner; - the BOA, BPA, OCI, PI, NICGC for ensuring athletes from NI who are on their teams are the best prepared for the Olympic, Paralympic and Commonwealth Games. Sport NI is responsible and accountable for: - embedding a culture of aspiration and striving for excellence; - investing strategically in the development of the performance pathway and the high performance systems operating in Northern Ireland and in which NI athletes participate; - the development of expertise and the delivery of expert services to sports to improve athlete performance. 7. Principles Applied Sporting Winners 7.1. In Sporting Winners these principles will be applied in the following ways in the proposed model for investment: 7.1.1. Principles 1 & 2 & 7 - The focus is on success at senior international level. - The focus is on the National High Performance Strategy for each sport and how it impacts on NI. - Success will be measured at Olympic, Paralympic, Commonwealth Games, the World Championship and the European Championship. - Success will be measured in decreasing priority: - medals, top 8, top 16, top 32, etc. - Priority will be given to athletes and sports capable of success at Olympic / Paralympic and Commonwealth Games in the period 2017-21. - For Olympic/Paralympic Games objectives, competing at the Olympic/Paralympic Games is anticipated as the minimum level necessary for investment. Page 6 of 8
- For Commonwealth Games objectives, the objective of finishing within the Top 8 is anticipated as the minimum level necessary for investment. 7.1.2. Principles 3 & 4 & 6 - In Olympic/Paralympic and Commonwealth sports Sport NI may invest directly in any of the following Programme, Coaching, Athletes and Services. - Priority will be given to athlete cohorts operating at performance level currently and capable of delivering success within the period of investment. - In non-olympic/commonwealth sports Sport NI is more likely to invest expertise to help these sports build capability rather than directly investing in athletes or delivering services to athletes. 7.1.3. Principle 5 - Sport NI will also consider investment in athletes currently operating just below performance level but able to progress to the required level within the period of investment. These athletes can help to sustain success beyond 2021. 8. Proposed Sport NI Investment 8.1. This investment model for eligible applicants will cover the period 1 st April 2017 to 31 st March 2021. In order to streamline the process for eligible applicants and reduce bureaucracy it is proposed to seek one submission. Currently sporting organisations have to make multiple applications for example to athlete investment (AIP) and system development programmes (PerformanceFocus). It is proposed that Sport NI will ask for plans with clear timelines and outcomes in line with benefits and will combine its investment streams internally to make one offer to successful organisations for elements meeting Sport NI objectives. 8.2. Eligible applicants will be primarily governing bodies of sport or appropriate umbrella organisations who can demonstrate considerable membership by, or partnership working with governing bodies of sport in Northern Ireland. The applicant organisation must adhere to a Code of Good Governance. 8.3. Sport NI is responsible and accountable for: - Embedding a culture of aspiration and striving for excellence. - Investing strategically in the development of sporting clubs, the sporting pathway and enablers of these developments such as the development of club and pathway personnel (E.g. coaches, officials, volunteers & administrators), club facilities, governance and leadership. - The development of expertise and the delivery of expert services to support the development of sporting clubs, the sporting pathway, sports club and personnel (E.g. coaches, officials, volunteers & administrators), governance and leadership. 8.4. Governing bodies will be asked to: - submit their strategic plan - annual plan - identify the direction and needs of their sport, including: Page 7 of 8
- national alignment - areas for development - targets - investment required - scenario planning - Depending on areas of investment; establish baselines and key performance indicators in respect of: - system areas - number of clubs; club membership - workforce data: coaches; volunteers; administrators - athlete populations 8.5. Sport NI will then review submissions against existing data held by Sport NI on areas including (but not exhaustive): - PerformanceView self-evaluation templates for the period 2013-16; - our knowledge and past experiences of delivering against investment key performance indicators; 8.6. In line with the Sport NI Corporate Plan, it is intended to prioritise investment in those sports that have the potential to deliver agreed outcomes that will contribute to the Sporting Clubs and / or Sporting Winners objective/s. 8.7. The Business Case for the new investment will be presented to the Board in October 2016 highlighting the key areas of investment including the outcomes to be achieved. 9. Timeline for further development of Investment Proposals 9.1. The following critical path is proposed for Board consideration: - 14 th April to 9 th June 2016-13 th June to 2 nd September 2016-5 th September to 31 st October 2016 8 week period of consultation on the proposed principles and method of investment. New investment process open; sporting organisations submit their proposals. Sport NI will assess and review the submitted plans, leading to the development of a business case. - November 2016 Business case on investment presented to the Sport NI Board for decision. - December 2016 Proposed investments in sporting organisations presented to the Sport NI Board for decision. - 3 rd January to 31 st March 2017 Sport NI engages with sporting organisations to put in place partnership agreements including KPI s and annual plan for 2017-18. - 1 st April 2017 Investment in sporting organisations to contribute to the achievement of the Sport NI Corporate Plan 2015 2020 Sporting Clubs and Sporting Winners objectives commences. Page 8 of 8