ࡱ>  4bjbjVV .<<|CML L   84%xZr(YYYYYYY$\_RZ"""Z2Z%%%"Y%"Y%%sUXYcQV"TV(YHZ0xZV_$|_PY_Yd*%ZZZ$xZ""""_L U:   STEPPING UP Commonwealth Games England Strategy, (draft) 2011 - 2014 V4 30/3 CONTENTS EXECUTIVE SUMMARY INTRODUCTION Overview Strategic themes 1: OPTIMISING GAMES DELIVERY AND EXPERIENCE Introduction Beforehand Games-time Post Games Key performance indicators 2: our relationships within sport and our role in developing sport Introduction Working with organisations Supporting other nations Key performance indicators 3: Building the brand, sustainable funding Where we have been, where we are Issues and approaches Key performance indicators 4: OPTIMISING GOVERNANCE AND INFRASTRUCTURE Principles Financial management and commercial success The Board Salaried staff Key Performance Indicators OVERVIEW AND NEXT STEPS ANNEX: TEMPLATES, METRICS, PERFORMANCE MANAGEMENT EXECUTIVE SUMMARY This paper is a statement of the strategic intentions of Commonwealth Games England for the period 2011 to 2014. The measures we commit to will serve our broad purpose, move us in the direction of our vision for the future and help us to achieve our ambitions. Our aim is to optimise Englands competitive performance but also to raise the profile and reinforce the value, reputation and future of a great international sporting enterprise. We will contribute as best we can to making the Glasgow Games a brilliantly successful and unforgettable experience for competitors, the watching public, the national support team and other English sports bodies. The paper is the culmination of a thorough and consultative process of analysis during which we have faced up to the realities of our current effectiveness and worked out how we can improve. Our four areas of intent are the quality of our work in Games delivery and the way it is experienced; our relationships within sport and our role in developing sport; our commercial position, with an emphasis on the CGE brand and sponsorship; and our governance and management arrangements. There are many commitments in the paper, chief amongst which are the following twelve pledges: We will deliver an outstanding Games experience for athletes and staff, with good access for athletes to support from family and friends. We will strive to reach the top of the medals table. We will provide excellent support to the National Governing Bodies of Commonwealth Games sports, working systematically with them: Board to Board, Chair to Chair, CEO to CEO and Sports Director to Performance Director. We will encourage their active support for CGE and the Commonwealth Games. We will actively strengthen our engagement with the Commonwealth Games Federation and its European Group, and the British Olympic Association. In relation to Glasgow, we will work positively with the Glasgow Organising Committee to ensure that the Games in 2014 are a memorable success. We will explore the potential for cost-effective partnerships with a small number of other nations to help them fulfil their sporting potential. We will invest in building the CGE brand, achieving further long-term sponsorship and securing a sustainable funding position. We will ensure that our sponsors experience their link with us in the most positive way. We will commission an independent Board Effectiveness Review to ensure the requisite competencies are in place and that the Board is shaped to work efficiently and effectively. The Chair will conduct performance review discussions with individual Directors. We will review our staffing structure to ensure that it delivers outstanding leadership in relation to commercial development as well as sport, and sound administrative performance through a small but excellent team. We will pursue ways to be more effective as a team, embracing innovation in our business practices and promoting integration across our various workstreams. We will review our communications and public relations arrangements, ensuring that we do the most we can to raise awareness of and promote the Commonwealth Games to the English public, and communicate with our partners and stakeholders as well they are entitled to expect. We will research ways in which we might relocate cost-effectively to more accessible premises, exploring in the process any possibilities for sharing accommodation with other sports bodies. The paper sets out a four year strategic position not operational plans. Annual draw down business plans in support of the strategy will be prepared and published, beginning, shortly, with that for 2011/12. They will include detailed Key Performance Indicators for each of our four areas of intent. INTRODUCTION Overview This paper sets out the strategic intent of Commonwealth Games England (CGE) for the period up to and including the 2014 Glasgow Games. It is the culmination of a thorough and inclusive process of analysis and consultation. Our aim is to optimise Englands competitive performance but also to raise the profile and reinforce the value, reputation and future of a great international sporting enterprise. We will contribute as best we can to making the Glasgow Games a brilliantly successful and unforgettable experience for competitors, the watching public, the national support team and other English sports bodies. Strategic themes We have followed a well-tried approach, first confirming our core purposes, vision for the future and organisational values, and then identifying and working on the main strategic themes we must attend to during the next four years. We will draw down from this strategic framework detailed annual plans with explicit and measurable performance indicators. We have paid particular attention to the experience of Delhi 2010. The staff most closely involved made a full report to the CGE Board, and a member of the Board then conducted a further study, consulting widely with the National Governing Bodies (NGBs) for individual sports, funding partners and other key agencies. There are clearly lessons to be learned and the detailed issues have influenced the material in this paper at many points; but in summary, despite adverse signs before the event and a range of challenges, the Games are judged to have been a success in general terms, and a special success for the England team. Our medal tally exceeded that in Melbourne in 2006. Four strategic themes emerged from the CGE Boards discussions and these have been developed as workstreams led by individual Board members: To achieve best practice in Games-time management, ensuring an excellent Games experience for competitors and supporting the best performance of our team. To improve our relationships with the National Governing Bodies for individual sports, the Commonwealth Games Federation, Government, Sport England and UK Sport; to increase our influence over issues that affect the value, success and reputation of the Commonwealth Games England team. To build the Commonwealth Games England brand and secure long term sponsorship partners, sustainable funding and increased consumer engagement with the Games. To put in place the resources, infrastructure and great people we need to achieve our ambitions. These strategic themes are addressed in more detail, with specific proposals, in the four sections that follow. Each includes initial thoughts about the Key Performance Indicators (KPIs) against which we will measure our progress. In almost all cases, more detailed work is needed to ensure they meet the customary SMART criteria: specific, measurable, achievable, relevant and timetabled. Annual business plans in support of the strategy, including detailed KPIs, will be prepared and published, beginning, shortly, with that for 2011/12. These plans will reflect careful prioritisation of development activities and investments, on the principle that they must be founded on sound business analysis, demonstrate good value for money and reflect financial prudence. Our chief priority will always be the development of English athletes and English sports. We believe that our proposals command support across a wide constituency, because they have been iterated with partners, and represent a sound framework and springboard for the challenging work of the next four years. Our earlier 2009 strategy was evolutionary; the aim now is transformational. Annex 1 sets out the overall planning approach schematically The templates include those that will be used for annual plans and to monitor achievement. 1: OPTIMISING GAMES DELIVERY AND EXPERIENCE Introduction We have done well over the years at Games-time management but we will not be complacent. There is always room for improvement. We have spoken to athletes and their representatives, during the Delhi Games and subsequently, and a number of ideas have emerged. Some relate to the pre-Games build-up, some to the Games themselves and some to the post Games period. Beforehand We will attend to these issues in the preparation period: Information packs. The Glasgow Games will be attended by substantial numbers of athletes family members and friends. They should be supplied beforehand with information packs covering (for example) ticketing arrangements, accommodation, competition schedules, details of the Lodge, emergency numbers, post-Games celebration events and safety issues. Kit. A key priority for detailed and timely planning to ensure good quality, athlete-friendly and efficient warehouse collection arrangements, and clear and uniform team identity. Athlete briefing. Arrange not only NGB briefings, but direct athlete and team briefings by CGE people, building appreciation of the friendly family ethos expected for Team England. Media and promotion. More intensive and organised work with the media, including the social media, and in schools and colleges, to maximise awareness of the Games, fire up interest in and support for Team England and ensure win-win outcomes with commercial sponsors. It will be vital to build on the enthusiasm and momentum that the 2012 Olympic and Paralympic Games will generate. Brand issues. Iron out potential complications over personal and collective sponsor rights and expectations, maximising Team England influence. Games-time Management and communication Athletes themselves emphasise their need for things to run smoothly and for fast, effective and unobtrusive problem solving. Achieving this sort of seamlessness requires a lot of behind-the-scenes planning, management and communication: explicit and well communicated procedures, including clear routes to support and problem solving for athletes: who to talk to and how an integrated management and support team with fully shared aims, working together with good team spirit crystal clear lines - and a culture - of accountability a shared expectation that the relationship between the day-to-day management team and the Chair and Board will deliver both support and accountability. The Lodge In terms of specific facilities, a top priority for early planning and action is the provision of an England Lodge, away from the Games village: a private and protected place where the England team can meet with each other and with family and friends and enjoy decent relaxation and refreshment facilities. Thought will be given to: attracting a Hospitality/Catering sponsor for good refreshments including basic supplies of water and drinks and menus for the purchase of hot meals etc a good location with straightforward transportation links to and from hotels and sporting venues the identification of separate areas within the Lodge: a relaxation area for athletes only, before and during competition; somewhere for athletes, staff, family and friends to watch competition together and keep in touch with and celebrate Team Englands performance; and a media zone for post-competition interviews. Clear additional arrangements will be needed, away from the Lodge, where athletes can meet with their families and friends in safe and controlled environments. Accreditation and other issues CGE will seek to ensure: a simple, one-stop accreditation process for the whole team, and hassle-free arrangements for transporting people and bags to accommodation straightforward but secure accreditation arrangements for access to the Lodge workable ticketing provision to enable athletes to watch other members of the team in competition an area, possibly linked to the Lodge, where fans (who should be numerous in Glasgow) can meet the stars for autographs and photos etc. Post Games The two key points here are that the post-Games celebration event will take place as soon afterwards as possible, and that there will be positive and systematic processes for eliciting feedback from team members and other stakeholders, learning whatever lessons there may be for future cycles. There may be value in thinking about a form of post-games survey. Key performance indicators We will develop KPIs to: gauge the strength of our commitment to listening and learning record the steps we take in order to do so reflect the extent of stakeholder satisfaction with our contribution to Games delivery and experience. 2: our relationships within sport and our role in developing sport Introduction Our purpose is to contribute to the development of athletes and their sports, helping a range of bodies to ensure they have the facilities and support they need to provide optimal conditions for the achievement of potential. In order to do this we will systematically extend the span, focus and effectiveness of our influence in the world of sport: influencing more organisations, over a wider range of issues and with increasing credibility and effect. We will also be considering our responsibilities as a rich sporting nation to support and help develop sport in Commonwealth nations that do not enjoy so many advantages. Working with organisations There are four main constituencies: the NGBs for individual sports, the Commonwealth Games Federation, Government and its funding agencies, and other bodies including Games Organising Committees and International Federations. National Governing Bodies As a Commonwealth Games Association (CGA) we are charged with steering and supporting the efforts of our member sports to ensure their successful performance at Games. Our relationship with their NGBs is therefore of the highest importance. We will listen to and address their views on Games management, athletes needs, athlete development and preparation, and respond in the most positive way we can. We will encourage their active support for CGE and the Commonwealth Games. Notwithstanding the permanent inclusion of core sports, the sports selected for inclusion in a particular Games vary. We must therefore engage in meaningful relationships not only with a wide range of sports, but with some sports which are not directly involved in forthcoming Games. CGE will work more systematically with NGBs in planning for Glasgow than in the run-up to Delhi. We will provide them with excellent support, working with them Board to Board, Chair to Chair, CEO to CEO and Sports Director to Performance Director. Alongside these links, a Non Executive Board member will engage with athlete representative bodies in England and with the Commonwealth Games Federation athlete representative, ensuring that the athletes voice is heard and fully reflected. Commonwealth Games Federation (CGF) CGF is the global organisation charged with the direction and control of the Commonwealth Games and their promotion as a unique and friendly world-class event. We will actively strengthen our engagement with the CGF and its European Group by: seeking to play a more positive role within the CGF itself systematising dialogue between CGEs Chair and CEO and their CGF counterparts improving our Board level preparation for and presentation of our position at the CGF General Assembly and CGF European Group influencing the selection of host cities playing a more active role in the CGF Sports Committee and other committees, seeking positions of influence and responsibility. Government and funding agencies There is always a potential for change in Government and ministerial responsibilities, and in the shape of the agencies charged with supporting sport. CGE will work assiduously to create, between it and them, a climate of informed understanding and trust. It is essential that CGE maintain a good working relationship with the Minister for Sport and senior officials of the department for Culture, Media and Sport, a key role for the Chair and CEO. CGE is grateful to Sport England for its support on the way to Delhi, reflected in funding, staff secondments and advice and guidance. CGE will maintain close links with Sport England through coordinated meetings of Boards, Chairs, CEOs and other closely linked staff. Sir Keith Mills is examining how best to bring Sport England and UK Sport together after the London Olympics. CGE will work closely with both organisations and any successor body. Other organisations Whilst our main focus must be on the CGF, Government and its agencies, and our own sports and NGBs, there are many other groups and organisations which can directly or indirectly affect our Games performance and with whom we should develop positive and constructive relationships: Games Organising Committees (OCs), in particular the Isle of Man 2011 (Youth Games); Glasgow 2014; and Samoa 2015 (Youth Games). In relation to Glasgow, there is a particular opportunity to make common cause with the Glasgow OC and help, where we can, to ensure that the Games in 2014 are a memorable success. Potential Games Bidders in particular Hambantota (Sri Lanka) and Gold Coast (Eastern Australia) 2018 International Federations for individual sports (IFs) and other umbrella bodies, including Paralympics GB and Sport Accord (formerly the General Association of International Sports Federations). The British Olympic Association (BOA), whose own strategy as a multi-sport body is of great relevance to us; we should explore with them the potential for staff exchange and knowledge transfer, broadening and enriching our talent pools to mutual benefit. We will have to make judgements about the investment of resources, but CGE will engage as fully as it can with the OCs of awarded Games and the bidding teams of cities seeking the award of Games (and, through CGF, their assessment and selection). Supporting other nations It has been suggested to us that the Commonwealth Games can sometimes appear a competition amongst a club of rich nations with large teams and that this is not truly in the spirit of the Commonwealth or its flagship sporting event. We believe that CGE should explore ways of offering more active support to other Commonwealth nations whose circumstances are more challenging than ours. In consultation with the Commonwealth Games Federation and English sports bodies, we will explore the potential for partnering a small number of other nations in developing their sporting potential. We understand that some other countries, including Canada and Australia, do so already and we will seek to learn from their experience. There may be opportunities for exchanges of people, experience and know-how. Development activities and investments must be founded on sound business analysis and carefully prioritised. We will therefore be looking for reciprocal benefits such as staff development from any such initiative. It is possible that such partnerships might be attractive to some sponsors with relevant areas of activity. Key performance indicators To include: Closer and more systematic work with NGBs in planning for Glasgow than in the run-up to Delhi, providing them with excellent support and encouraging their support for CGE and the Games. Regular dialogue with the CGF President and CEO. Regular participation in the CGF General Assembly and the European Group. Achieving CGE representation on the CGF Sports Committee. Regular dialogue with the Minister for Sport and DCMS officials. Regular top level dialogue with Sport England and UK Sport. Enhanced, mutually beneficial links with the BOA. Exploration of partnering relationships with three developing Commonwealth countries. 3: Building the brand, sustainable funding Where we have been, where we are In 2009 we described our promotion of CGE and record of securing sponsorship as desert terrain. We resolved to work on our brand and marketing approach and succeeded in attracting funding from Sport England to support this. Their help made a big difference and we are grateful to them. We have made good progress with our marketing approach and materials (including our website) and our outward-facing work in the run-up to Delhi was widely appreciated. We have been more successful with sponsorship. Our core strategic purpose is to help competitors achieve their dreams, to inspire the nation through sporting excellence and outstanding achievement, to attract talent and develop the next generation of athletes. But this calls for resources, and a vital enabling strategy is to build the CGE brand and achieve long-term sponsorship, ensuring the most positive experience for sponsors, and secure a sustainable funding position. Being the best and achieving the most requires resources, and we are convinced by the experience in sport that substantial gains in sponsorship would lead to great opportunities in supporting athletes and their sports, and real improvements in performance. Issues and approaches Given the current focus of the nation on the Olympics it is likely that the period following the 2012 Games will be the most fertile for delivering the required sponsorship revenues. There is a strong chance that there would be a pool of potential sponsors with heightened awareness and interest, some looking to build on their successful links with London and Team GB, and others wishing to emulate them. It is an advantage that Glasgow, rather than a distant city, is the next Commonwealth Games venue since many potential sponsors may be transferable from London. In moving forward, there are what questions and how questions. In terms of what, our objective is to build the CGE brand to maximise its value. We have a unique selling point as an English elite sport property with very good chances of success.We are multi-sport and multi-generational and have breadth of appeal.We should align well with companies who share our desire to make England proud and celebrate the idea of Englishness. In terms of how, the apparent options are to build up the CGE brand to secure long term sponsorship partners, or to secure long term sponsorship partners to build the CGE brand with and for us. We should recognise that the former may require significant investment, but equally that to deliver the latter we need to ensure we have an appealing commercial proposition to offer. In reality, the options are not mutually exclusive. Much has already been done and we will be exploring and pushing on both fronts: there is a virtuous circle between brand strength and commercial income. We will be investing in building the CGE brand, achieving further long-term sponsorship and securing a sustainable funding position. We will ensure that our sponsors experience their link with us in the most positive way. This is a critically important area of challenge for us, and we must succeed. We will invest to this end in developing our management arrangements, aiming for increased sophistication and activity, and this is picked up in the next section of the paper. Key performance indicators To include: Sponsorship value: the cash value as a critical outcome. Monetarised value in kind. Quantified levels of public or customer engagement with the brand: awareness, interest, desire and action. 4: OPTIMISING GOVERNANCE AND INFRASTRUCTURE Principles Our overall aim, through good governance, is to align strategy, funding and human resources. Successful pursuit of our strategy will depend in large part on the success of our people. We cannot expect high performance from our athletes if we are not prepared to critically examine and improve our own governance and management performance, facing challenges and accepting rigour as they do. As a priority, we will study what we need at Board level, as permanent staff, as temporarily commissioned staff, as service providers or consultants, and as volunteers. We will develop a People Strategy for CGE covering transparent and fair recruitment, terms and conditions, retention, succession, and learning and development plans. There will be transparent versions for our Board, team members and volunteers. Our overall strategy will be translated into individual objectives and work programmes for each Board and staff member and progress against these will be monitored by the CEO and Board in an open way. Financial management and commercial success We will further strengthen our financial management resources and oversight arrangements, bedding-in new systems and enhancing Board scrutiny through our Audit Committee. Whilst our core strategic objectives are around Games performance, a crucial enabling strategy is a commitment to commercial development and especially sponsorship. We will shape our Board skills and management structure to ensure a very high level of experience, skill and leadership in this domain. The Board The 2009 review set out plans for improving the format and working of the Commonwealth Games Council for England, and also developing a new formally accountable Board with non-executive directors appointed to bring specific skills. Both aims have been realised successfully, in the case of the Board through open advertisement, competition and transparent appointments with independent advice. We now propose to ensure that our Board remains fit for its strategic purposes, re-examining its role, size, competencies, composition, modus operandi and accountabilities, taking account of the most recent international thinking about board effectiveness. We will commission an independent Board Effectiveness Review to ensure the requisite competencies are in place and that the Board is shaped to work efficiently and effectively. The Chair will conduct performance review discussions with individual Directors to further this aim. A key outcome of the review will be improved approaches to monitoring and coordinating Games preparation. Existing working group arrangements (designed around finance, sport and commercial matters) and the Games Advisory Group have on the whole served well. We will however explore the potential for strengthening links with the Board itself. One possibility is a new Games Management Board, a sub-group of Board members, tasked with overseeing detailed Games preparation and taking advice from the Games Advisory Group along the way. As we intend to begin detailed planning for Glasgow earlier than we did for Delhi, we will refine our management arrangements and appoint our Chef de Mission as soon as possible. Salaried staff Our strategy calls for stronger links with sports bodies. But it also places particular emphasis on commercial development. We must attract new sponsorship, and ensure that our sponsors enjoy an excellent experience in their relationship with us. Increased commercial funding and support are critically important in achieving Games excellence, and sporting success is vital in achieving commercial aims: these ambitions are intimately intertwined. We will review our staffing structure to ensure that it delivers outstanding leadership in relation to commercial development as well as sport, and sound administrative performance through a small but excellent team. We have engaged a Human Resources consultant to advise us on the best way of reflecting our priorities in our management structure. We will evaluate alternative models in order to achieve our objectives. We will pursue ways to be more effective as a team, embracing innovation in our business practices and promoting integration across our various workstreams. We will review our communications and public relations arrangements, ensuring that we do the most we can to raise awareness of and promote the Commonwealth Games, and communicate with our partners and stakeholders as well as they are entitled to expect. Our Crystal Palace office is not well placed for the organisations and individuals we work with and we will research ways in which we might relocate cost-effectively to more accessible premises, exploring in the process any possibilities for sharing accommodation with other sports bodies. Key Performance Indicators To include: Enhanced reputation of CGE as a professional and proactive sports body amongst stakeholders and opinion formers. Financial management arrangements reviewed and refined. Board effectiveness review carried out and the agreed recommendations acted upon. Staffing structure reviewed and adjusted, and any associated recruitment carried out. CGE offices relocated cost-effectively to more suitable premises. OVERVIEW AND NEXT STEPS Overview This paper is a statement of the strategic intentions of Commonwealth Games England for the period 2011 to 2014. The measures it commits to will serve our broad purpose, move us in the direction of our vision for the future and help us to achieve our ambitions in line with our underlying values. They will put us in good shape to contribute to the overall success of the Glasgow Games and excel in competition. The paper is the culmination of a thorough and consultative process of analysis during which we have faced up to the realities of our current effectiveness and worked out how we can improve. Our four areas of intent are our relationships within sport and our role in developing sport; the quality of our work in Games delivery and the way it is experienced; our commercial position, with an emphasis on the CGE brand and sponsorship; and our governance and management arrangements. Taken together, the tasks we set ourselves will be very challenging and some will be demanding in their own right. We do not want simply to coast along with a few marginal improvements. Instead, we want to transform Commonwealth Games England into a best-in-class sports organisation earning international respect; helping to bring forth the best that England can achieve in our sports; and surprising, delighting, inspiring and making proud the English people and those who represent us as athletes. We will work as hard as they do, as they are entitled to expect. Next steps The paper sets out a four year strategic position not operational plans. Annual draw down business plans in support of the strategy will be prepared and published, beginning, shortly, with that for 2011/12. The Key Performance Indicators associated with each of our four areas of intent will be refined as overall targets to be achieved by 2014, and also incrementally in each annual plan. The overall strategy and annual plans will be cast in the format illustrated in the Annex as an aid to the monitoring and management of performance. ANNEX: TEMPLATES, METRICS, PERFORMANCE MANAGEMENT The attached powerpoint comprises the Annex. The first two templates summarise the four strategic themes with their NED sponsors and the corresponding key pledges. The third template, referring to the first theme as an example, is the format for summary annual plans. The completed templates will be backed up by a more detailed spreadsheet tool for monitoring progress. This material is included here for illustrative purpose and requires working-up in detail, especially in relation to KPIs.  Some say realistic and timely: this formulation works better.     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