PartnerSHIP: Outward Bound with England Athletics and
English Schools' Athletics Association
afPE Conference 2016 Wednesday 6th July 11:00 – 12:00
Healthy for Life, Active for Life, Athletics for Life
In this workshop we will:
• share the project brief and the written strategy
• provide a template for developing your own departmental / school / organisational / project strategy
• demonstrate partnership working for improved outcomes and impact
PartnerSHIP: Outward Bound with EA/ESAA
• The name Outward Bound derives from a nautical expression that refers to the moment a ship leaves the harbour
• “afPE's commitment to helping transform education and dramatically improve outcomes for children is at the forefront of our involvement with organisations”
• afPE / EA / ESAA
Project Brief
1. In conjunction with ESSA EA is seeking an organisation / individual to produce a single schools athletics strategy for England that consolidates and clarifies the priorities and programmes for the sport which our existing resources can be aligned as well as identifying market gaps that we may exploit to ensure the successful delivery of strategic aspirations of EA.
2. There is a particular requirement within this project to ensure the strategy unites EA and ESAA as well as interlinking with the new National Curriculum for PE.
Programme of Work – 3 broad objectives
1. A detailed project plan with milestones and timescales;
2. Production of a clear and professional schools strategy for athletics in England in line with EA’s objectives and priorities as described in this brief;
3. A tool and/or presentation materials that allow EA and its partners to easily use and share the school strategy.
Programme of Work – key priorities
1. Upskilling teachers to ensure children receive high quality teaching of athletics within the curriculum;
2. Embed leadership programmes to inspire and empower young people to help develop essential life skills through athletics such as leadership, personal development; social emotional and cognitive;
3. Provide a clear, simple pathway linked to ESAA awards, Athletics 365 and competitions.
Change
“True change and higher human adaption are not made by resistance to the old habits. Change is not a matter of NOT doing something; it is a matter of doing SOMETHING ELSE.” (Da Avabhasa)
What approach did we take? • We formed a Schools’ Athletics Advisory Board consisting of EA, ESAA and afPE representatives
• We surveyed stakeholder groups
• We interviewed key personnel from EA and ESAA
• We identified best practice from other countries / other governing bodies
• We reviewed literature especially around transformative change, effective organisations and strategy
• We reviewed EA and ESAA programmes, awards and competition in the light of system changes including National Curriculum aims, and GCSE PE; and system influencers including education policy and strategy, sport strategy and research into children’s behaviours
• We identified market gaps
• We wrote the strategy, including priorities, objectives and key performance indicators.
Context and Rationale
Transformation agenda
Olympic and
Paralympic legacy
Comparative Analysis Sporting
Future Government
Strategy
National Curriculum
Physical Education
Examination Physical
Education
Ofsted
DfE Education Strategy Educational Excellence
Everywhere
Increased participation and; increased sport and physical activity;
contributing to: improved health and social outcomes
Survey Structure - Sustainability • Leadership: Leaders establish strong visions and build strong teams. Leaders are effective at
translating a compelling vision into a set of priorities and then communicating those priorities throughout their organisation
• Decision making and structure: This concerns the ability of people to coordinate and work well together across organisational boundaries. Decision-making roles and processes are key areas that organisations should develop effective practices
• People: Organisations will attract great people, but their work needs to be aligned to the priorities of the organisation. Staff should be evaluated, developed and rewarded consistent with the organisation’s priorities. Succession planning in this area requires careful consideration
• Work processes and systems: Working conditions, such as work processes and resources can hinder or support employee / stakeholder effectiveness
• Culture: Whilst a strong culture can be a positive, the wrong culture can impact on an organisation’s ability to lead and manage change.
The Strategy – Page 35 overview
• Mission
• Vision
• Values
• Strategic Priorities
• Strategic Objectives
• Key Strategic Performance Indicators
Thank you
Andrew Frapwell / Ian Roberts [email protected] / [email protected]
www.afTLC.com
07803 603450
@aftlc
mailto:[email protected]:[email protected]
