Sport Leeds Board Meeting No.66 John Charles Centre for Sport - - PowerPoint PPT Presentation

Sport Leeds Board Meeting No.66

John Charles Centre for Sport

Agenda

1.30pm 1. Welcome, Apologies & Previous Minutes (5 mins)

• P. Smith

1.35pm 1. Leeds Sports Awards Review (5 mins)

• S. Nickson

1.40pm 1. Developing the right governance structures, Sport Leeds and The Ambition (50 mins) Mark Allman will provide an overview on progress that’s been made, detailing the governance proposals and The Ambition progress. The further detail around how things join together, the role of Sport Leeds and the next 6/8 months. Conversation: There will then be an opportunity to have a detailed discussion around key questions and reflections, facilitated by Mark and Peter.

• M. Allman

All 2.30pm Break - 10mins 2.40pm 1. Collaboration Projects (55 mins)  Establishing a co-ordinated data & insight system to help demonstrate collective impact. Open data – Judith Fox  Workforce development . Student workforce & Apprenticeships – Danny Wild  Supporting mass participation sporting events across the city. Supporting Victorious, Leeds World Class Sport – Steph Sewley  Leeds Sports Awards - LSA and Future Planning – Sally Nickson  Developing a better Physical Activity and Sport communications network across the city. 2019-20 Comms - Tom Exeter  Supporting the development of The Physical Activity Ambition. Consultation and Engagement – Louise Forrest  Sustaining and developing physical activity and sport for 0-19 year olds in Leeds. PA/Sport/PE working group– Katy Bowden 4 min. max update from lead followed by discussion. 3.35pm 1. Partner Updates (20 mins) Partners to share key pieces of information for the board only – limited time to do a round table. ALL 3.55pm 1. AOB (5 mins) ALL 4.00pm 1. Close

Leeds Sports Awards Revie iew

Sally Nickson

Develo loping the rig ight governance structures, , Sport Leeds and The Ambition

Mark Allman

Physical Activity Ambition Update

Sport Leeds AGM April 2019

‘Physical inactivity is the fourth leading cause of death worldwide.’

‘Physical inactivity is the fourth leading cause of death worldwide.’

Strategic in influence and advocacy

The focus has to move physical activity from a venue based strategy ...

The focus has to move physical activity from a venue based strategy ...

… to a community based activity where activity happens everywhere

A new approach is is required to addressing le levels ls of f physical in inactivit ity

• Understanding the wider systems to effect change
• Working with communities and stakeholders, building on their

strengths

• Making connections within the system that have greatest impact
• Challenging the cultural barriers around the way things are done
• Not focussing on silver bullets
• Sport is part of the solution
• SportLeeds has a vital role to play

Ma Mapping pping of f lo local cal as asse sets ts

Categories/type

a better place to live a stronger local economy a healthier place to live

Physical Activity Ambition: “Leeds to be the best city in which to be active”

Primary outcomes

• A long term commitment to increasing physical

activity levels in the city, especially where levels of inactivity of persistently high.

• Building, creating and enabling an environment that

supports systems/collaborative working

• Building our national and international reputation for

World Class Sport

• Delivering wider community and personal benefit

through physical activity and sport

The Proje ject Team are currently working to the foll llowing tim imescales / phases;

• Phase 1 September 2018 – March 2019: pre-conversation

preparation

• Phase 2 April – September 2019: city-wide conversations (to

become an ongoing process)

• Phase 3 September 2019 – January 2020: development of a draft

shared vision / ambition for physical activity

• Phase 4 January 2020 – April 2020: physical activity ambition

action planning

• Phase 5 June 2020 onwards: physical activity ambition

implementation

New Governance Pro roposals

• A small group of stakeholders has come together to develop proposals

around the governance of the new Physical Activity Ambition.

• The outcomes of conversations will form the basis for the establishment
• f a new entity to take this important leadership role.
• It’s proposed that the new entity should take the form a new

unincorporated body tied by an MOU with member organisations having oversight of a board of directors.

• The board of directors will be responsible for executing the physical

activity ambition.

7 Governance Pri rinciples

• 1. The new board should be responsible for signing off the new Ambition and its implementation.
• 2. The role of the Board needs to be scoped. It will form a key part of the Board recruitment process.
• 3. The form of the new Board Governance arrangements should be that of a formal constituted partnership;
• Board of Directors reports to “Member Organisations”
• This creates an actual “partnership” of organisations that have agreed to work together
• The Board of Directors will report to the Members on at least an annual basis.
• The Board of Directors will be the decision making body; Members will only have powers that are
• utlined in the TOR.
• Members would be represented at the highest level from within the organisation.
• The actual body itself would be an unincorporated body through an MOU.
• 4. The Board of Directors needs to be composed of high calibre individuals who understand the value of physical

activity and who have the right mix of skills and abilities (not about representation of sectors)

• 5. There should be a staged process in establishing the Board. The Chair should have as much ownership of the

Board selection process as possible.

• 6. The process needs formal sign off. Proposed that the Council’s Executive Board it would offer a transparent

and legitimate forum in which to give some assurance to the process.

• 7. Chair/Board should be appointed through an open recruitment process and solicited approaches.

Pro roposed Governance Stru ructure

New Physical Activity and Sport Ambition Partnership

8-12 Members Independent Chair Responsible for the Strategy development and implementation. Each member to champion/lead at least area

• f connectors (see opposite).

Health & Wellbeing (NHS and Public Health/Social Care)

Strategic connectors e.g.

(Full list of connectors to be mapped and agreed)

Inclusive Growth Children & Families Strategic Locality working

Community Connectors e.g.

• Neighborhood networks
• Community champions
• Voluntary/3rd sector
• Local Care Partnerships

The Sport Lens

• Still a major part of the offer
• Focused on Sport
• Recognised forums of

collaboration around particular collaborations, e.g. Marketing and Comms, Performance Sport, Major event legacy, School Sport, Club sport, Volunteering, Sports Awards, Population groups (e.g. women and girls/Disability)

• Focused on added value
• A sharper focus for SportLeeds?

Existing or new groups covering Physical Activity and Sport

Mapping and recognising links with existing bodies covering all aspects

• f Physical Activity and Sport

(strategy remit), e.g. Cycling starts here, Transforming Leeds events, Leeds Plan (Health)- Prevention Board, Walking, Outdoor Recreation/Activity, Cultural Strategy.

Young people & Families

Draft Governance arrangements for Leeds Physical Activity and Sport Ambition

Physical Activity and Sport Landscape Wider Landscape

(Contributing to wider outcomes)

Infrastructure

Planning/ Transport/ Open Space

Older People

Next xt Steps

• 1. To agree founding members given their crucial role in helping to recruit the new Board of Directors.
• These member should be from the anchor institutions and represented at the highest level

(e.g.Chair/CEO/VC).

• This initial group of founding member organisations could be expanded in the future if required and

the governance arrangements allow.

• For the purposes of recruitment of the Board of Directors it is anticipated that each member
• rganisation representative will be supported by a senior colleague from within their organisation.
• 2. Draft Terms of Reference for both the Members and the Board of Directors (By June 2019).
• 3. Role descriptions to be created for Chair and of the Board and Directors.( By June 2019)
• 4. Seek to prepare for new entity to be formed (ongoing)
• 5. Commence recruitment of the Board of Trustees (starting September 2019)

What does this mean for Sport Leeds?

Collaborative Projects

Partner Updates

AOB