BUCS SPORTS STRATEGY UPDATE

• Welcome & introduction - BUCS Strategy review – Karen Rothery• Aims of the work on a Strategy for Sport within BUCS – Chris Earle• The journey to date - Mark Brian• Supporting the Strategy within the BUCS office - MB• Pilots – MB• The story so far..... BUCS Rowing – Fiona Rennie (SMG Chair for BUCS Rowing)• The story so far..... BUCS Athletics & Cross Country – Pete Bovill (SMG Chair for BUCS

Athletics)• Sports development & commercial updates – Jon Brookstein & Sion Williams• Break out sessions – CE

• Next steps .. - CE

Agenda

The aims of the work on a Strategy for Sport are to ensure a shared understanding on priorities for sport - at a macro and micro level - across BUCS

The work on a Strategy for Sport within BUCS aims to

• Deliver a plan for each sport – a plan shared across the BUCS office and embracing views / priorities from key stakeholders incorporating a view on 1, 3 and 5 year planning

• Provide effective sport delivery infrastructure

• Align with clear work responsibilities for BUCS staff - working to achieve strategic objectives related to specific sports, ensuring targeted efforts and a focus on developing skills, knowledge and expertise

A strategy for sport is a set of principles, assumptions and plans at an individual sport level which will help BUCS to meet its over-arching objectives through ‘sport

related’ activities

1. Collate data1. Collate data 2. Analysis of data

3. Consider strategic options

INDIVIDUAL SPORT PLANS

INDIVIDUAL SPORT PLANS

INDIVIDUAL SPORT PLANS

INDIVIDUAL SPORT PLANS

INDIVIDUAL SPORT PLANS

INDIVIDUAL SPORT PLANS

As measured by :

• The total entries in BUCS competitions ( team and individual entries ) for the sport - as a proportion of total entries across all sports

• evidence that a particular sport plays a part in delivering talent development programmes for NGBs

• evidence that athletes performing at World Class / International level in a particular sport have studied ( recently) or are studying at university

• an assessment of the level of activity of press and PR for each sport – highlighting which sports provide BUCS with the highest media exposure

• evidence of investment in i) coaches, ii) volunteers iii) capital build v) research, physio etc. & evidence that there is NGB support, ambassadors etc.

• although not enshrined within the BUCS financial model – the overall contribution of a sport to the finances of the organisation is core to the consideration of the strategy for that sport.

participation

profile

performance

contribution

Data was collected for all BUCS sports covering 5 different dimensions – participation, performance, profile,

contribution & finance.1. Collate data1. Collate data

finance

Each sport was scored based on performance and participation information available within BUCS

A group of 13 sports scored in the top third on both participation and performance

A group of 13 sports scored in the top third on both participation and performance

The majority of sports scored in the middle band for participation and the middle band for performance

The majority of sports scored in the middle band for participation and the middle band for performance

A group of approx 6 sports scored in lowest band for both participation and performance

A group of approx 6 sports scored in lowest band for both participation and performance

2. Analysis of data

Sports SE priority sports Participation Performance

Athletics √ 3 3

Badminton 3 3

Basketball 3 3

Cricket 3 3

Football √ 3 3

Hockey* √ 3 3

Lacrosse √ 3 3

Netball √ 3 3

Rowing √ 3 3

Rugby Union √ 3 3

Swimming √ 3 3

Tennis* 3 3

Volleyball √ 3 3

Canoe 3 2

Fencing √ 2 3

Squash √ 2 3

Archery 2 2

Equestrian √ 2 2

Futsal 2 2

Golf 2 2

Judo √ 2 2

Karate 2 2

Orienteering √ 2 2

Triathlon √ 2 2

Water polo 2 2

Boxing 2 1

Clay Pigeon 2 1

Climbing 2 1

Cycling 2 1

Gaelic Football 2 1

Gymnastics* 2 1

Ju jitsu 2 1

Korfball 2 1

Pool 2 1

Rugby League √ 2 1

Snooker 2 1

Snowsports 2 1

Surfing 2 1

Table tennis 2 1

Ten Pin Bowling 2 1

Trampolining 2 1

Ultimate 2 1

Windsurfing 2 1

Modern Biathlon 1 1

Modern Pentathlon 1 1

Rifle 1 1

Rugby Fives 1 1

Sailing 1 1

Wakeboarding 1 1

Modern Bi., Mod. Pentathlon

RifleSailing

WakeboardingRugby Fives

Modern Bi., Mod. Pentathlon

RifleSailing

WakeboardingRugby Fives

Archery, Equestrian, Golf, Judo, Karate, Orienteering, Triathlon,

Water polo

Archery, Equestrian, Golf, Judo, Karate, Orienteering, Triathlon,

Water polo

Gymnastics, Surfing , Boxing , Clay Pigeon, Rugby League,

Snooker ,Trampolining, Climbing, Gaelic Football, Ju jitsu, Korfball,

Pool, Snowsports Table tennis, Ten Pin Bowling, Ultimate

Windsurfing

Gymnastics, Surfing , Boxing , Clay Pigeon, Rugby League,

Snooker ,Trampolining, Climbing, Gaelic Football, Ju jitsu, Korfball,

Pool, Snowsports Table tennis, Ten Pin Bowling, Ultimate

Windsurfing

Performance scorecard Participation scorecard

Canoe Canoe

Cycling Cycling

Fencing, SquashFencing, Squash

Athletics, Badminton, Basketball, Cricket, Football (& futsal), Hockey, Lacrosse, Netball,

Rowing, Rugby Union ( & 7s), Swimming, Tennis, Volleyball

Athletics, Badminton, Basketball, Cricket, Football (& futsal), Hockey, Lacrosse, Netball,

Rowing, Rugby Union ( & 7s), Swimming, Tennis, Volleyball

Curling, Short Track Speed

Skating

Beach VolleyballCross Country

SkiingFlat Water CanoeLong Track Speed

SkatingTaekwondo

Water Skiing

BridgeFigure Skating

Ice HockeySavate

Wrestling

3. Consider strategic options

The strategy for sport is based on segmentation into red sports, white sports and blue sports … each sport has been placed within

one of these 3 groups and will be handled accordingly

Restructuring plans within BUCS office

FinancialFinancial

InternationalInternational

DevelopmentDevelopment

Commercial, Communications &

Marketing

Commercial, Communications &

Marketing

SportSport

CEOCEO

Disability Sport

Disability Sport

Sports Restructure

SportSport

RED Sport

Manager

RED Sport

ManagerMajor Events

Manager

Major Events Manager

WHITE Sport

Manager

WHITE Sport

Manager

BLUE Sport

Manager

BLUE Sport

Manager

Governance, Competitions,Programmes

Governance, Competitions,Programmes

Event Co-ordinator

Event Co-ordinator

Event Co-ordinator

Event Co-ordinator

AdministratorAdministrator AdministratorAdministrator

The aim of the work within each sport is to enhance the overall student experience. The plans will evolve from the materials gathered / priorities

discussed with key stakeholders

Priorities discussed To be competed for each of targeted sports

SMG( current role / responsibilities etc.)

NGB (4 nations or GB as applic. / position of HE within plans )

4 nations Uni orgs i.e. SUS

BUCS office ( scorecard & summary of current prog )

Sport England (WSP priorities)

BUCS members

Sponsors (priorities / objectives / value / term)

UK Sport / TASS / Winning Students (Perf objectives etc.)

The planning discussions with each of the ‘red sports’ will focus initially on collating data, ideas, priorities etc. from various

stakeholder groups

The work at present is focused on the development of a strategy for 6 pilot ‘red’ sports – athletics, badminton, hockey, rowing, rugby union &

tennis.

Pilot sports Initial data gathering

Meet with SMG Chair

First draft of plans / ideas

Sharing plans / ideas

with key stakeholders

Discussion with BUCS

office

Updating of plans

Athletics √ √ √Badminton √ √Hockey √ √Rowing √ √ √Rugby Union √ √Tennis √ √

Members and student reps are being encouraged to share views on what they might see as the particular priorities within each of the sports.

Priority areas Athletics Badminton Hockey Rowing Rugby U Tennis Your sport ….

Performance

•International

•Domestic Rep.

Participation

•National champs

•Regional champs

•Inter mural

Infrastructure

•Coach dev./ coaching

•Umpires / officials

•Volunteers

•Club development

Profile

•PR / sponsors etc.

For each sport i.e. down each column – please rank the priority areas from 1 – 10 – where 1 = highest.

Some member organisations and student representatives have been asked to

comment on what they see as the local priorities within each of their sports

This information will help the team to manage expectations and to perhaps

balance resources to help address specific needs.

BUCS Rowing where we are to date.....

This is BUCS Rowing

BUCS Rowing is already working closely with the NGB and with key stakeholders

The process of planning and agreeing a strategy for BUCS Rowing will be key in bringing a shared view across the sector

There is still huge potential for the growth of BUCS Rowing as a well respected, well structured, representative group within the national picture

EUSA teamBeginner coaches development

Priorities discussed

SMG( current role / responsibilities etc.)

NGB (4 nations or GB as applic. / position of HE within plans )

4 nations Uni orgs i.e. SUS

BUCS office ( scorecard & summary of current prog )

Sport England (WSP priorities)

BUCS members

Sponsors (priorities / objectives / value / term)

UK Sport / TASS / Winning Students (Perf objectives etc.)

Safe, well run events – establish

key events in calendar

Raising profile thro’ Rowing magazine & British Rowing

websiteBritish Rowing Council & Regional

council representationJointly funded position – Brit

Rowing / BUCS

GB Rowing sculling seriesIndoor Rowing series

Links with GB Rowing on events Talent ID

hosting FISU 2014

Realise athlete potential – i.e. embedded within GB Rowing

performance pathway support for FISU selection / mgt

development of students in international squad management

PwC sponsorship

Club development - Sport England – 12 targeted clubs & development

work with CDOsExplore Rowing – partnerships

with clubsEndorsed events

Opportunities BUCS Athletics

This is BUCS Athletics and Cross Country

BUCS Athletics and Cross Country has seen the strategy process as an opportunity to focus on ideas and developments beyond the big 3 national events

There is huge scope to develop the brand of BUCS Athletics and Cross Country – without compromising on the standard of events

Priorities discussed

SMG( current role / responsibilities etc.)

NGB (4 nations or GB as applic. / position of HE within plans )

4 nations Uni orgs i.e. SUS

BUCS office ( scorecard & summary of current prog )

Sport England (WSP priorities)

BUCS members

Sponsors (priorities / objectives / value / term)

UK Sport / TASS / Winning Students (Perf objectives etc.)

Expand name to include Cross

Country i.e. BUCS Athletics & XC

Grow the brand of BUCS athletics by

endorsing events and promoting the athletics logoLooking to expand BUCS

athletics / XC beyond the current event based

structure

champs should be scheduled / located to

attract and accommodate the top student athletes

Marked routes thro campus …

i.e. 1-2-3

mass participation events i.e. BUCS 10k – perhaps BUCS 10k (Leeds),

student run / Uni run endorsed eventsencourage volunteers within clubs to

take on event management etc.

Sport Development

• Funded through our partnership with Sport England

• Priorities focus on increasing sporting participation across the HE sector

• Working to develop new and existing opportunities for students within HE environment

• Working to develop new and existing workforces (paid and voluntary) to support this growth

• Looking to address barriers to participation

• Work with NGBs to develop their ‘offer’ to the HE sector

• Support HEIs to develop effective partnerships with NGBs and other relevant partners

• Act as a conduit for information between partners

• Ensure SMG development actions are reflected in the Sport Development Strategy where appropriate

• Share models of good practice across the sector and beyond

Sport Development

Commercial, communications and marketing…

SUSTAINABILITY

• Continue to look for big name sponsors – who demand more• Putting logo on something is not enough…• Barclays – moved away from cash prizes to awarding club grants• NGB partnerships – BUCS/F.A/Mars• Television• Raise profile of BUCS and subsequent appeal to sponsors• Merchandise• Events

Commercial, communications and marketing…

Ownership of events and rights.BrandingAccessService level agreementsIncrease capacity – NGB, SMGBalance goodwill with need for commercialactivities

Keep communication channels open

EVENTSAt the core of what we do…

Break out session

Question 1What have we missed, forgotten or ignored?

Question 2What is the role of the Sports Management Group?

Question 3How do we ensure that we engage effectively with external sports organisations to deliver our Development Plans?

Next steps

1. Complete data collection

2. Meet with SMGs to share information

3. Draft & publish Development Plans for each sport

4. Identify and provide support for SMGs

5. Implement and monitor Development Plans