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UK Sport

UK Sport. Liz Nicholl, Chief Executive, UK Sport March 2012. UK Sport. Who we are and what we do Our role in the development of the high performance system The journey, aspirations for London and road t o Rio Impact of the National Lottery. UK Sport – Values, Vision & Mission.

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UK Sport

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  1. UK Sport Liz Nicholl, Chief Executive, UK Sport March 2012

  2. UK Sport • Who we are and what we do • Our role in the development of the high performance system • The journey, aspirations for London and road to Rio • Impact of the National Lottery

  3. UK Sport – Values, Vision & Mission

  4. UK Sport Responsibilities.

  5. Major Event Hosting Benchmarking 2009

  6. Major Events prioritiesto 2012 • Olympic/ Paralympic sports • Delivering significant Performance benefits • Workforce development and event presentation • Supported the bidding and staging of over 100 major events in 41 sports • Hosted in 36 cities across the regions • Provide strategic, financial and technical support • Ensure staged to a world-leading standard

  7. Post-Games Events Programme • Post-Games Vision (2013-2019) Use London 2012 and Glasgow 2014 to establish the UK as the leading host of major international sporting events • Use world-leading event-hosting assets • Fewer events, bigger events, careful broadening of sports • Meritocratic approach – prioritisation based on relative impact assessment • No compromise approach - Right support to the right events for the right reason

  8. Ambitious Programme and wider impact Performance - 35% Sustained Medal Success Sustained Junior Success Effective Performance System Event Position in Cycle Event offers Home Advantage Legacy- 20% Officials/Volunteers used Use of Legacy Venue Supports NGB Influence Supports UK Influence Socio-Economic - 10% Economic Impact Support Tourism Social Impacts Engagement with Sport- 35% Public Impact of Event Platform for Sports Development

  9. International Influence:Establishing UK as best informed, connected and most influential nation in world sportSport specific influencing strategies to support Performance and Major Event objectives

  10. International Development Mission: To work with overseas and UK partners to harness the power of sport to change lives, build trust and engagement and contribute to the growth of knowledge, skills and capacity internationally

  11. International Inspiration:Working in partnership to enrich lives of 12m children and young people across 20 countries through the power of high quality sport, physical education and play LOCOG; UK Sport; British Council; UNICEF

  12. 20 countries; 12 million young people • Mozambique • Nigeria • Pakistan • Palau • South Africa • Tanzania • Trinidad & Tobago • Turkey • Uganda • Zambia • Azerbaijan • Bangladesh • Brazil • Egypt • Ghana • India • Ethiopia • Indonesia • Jordan • Malaysia

  13. International Development Strategies supporting Major Event objectives

  14. Leading Sport in the UK to World Class Success

  15. Reaching the summit Strong team with credible leaders who set the pace and • Develop shared vision for success • Have a no compromise focus onpriorities • Use evidence based strategic knowledge to manage resources and risks • Periodically evaluate • Assessment based on excellence model • Share knowledge • Willing to change • Build strong partnerships

  16. Our focus

  17. Clarity of responsibility and accountability

  18. one team. one mission best prepared for 2012

  19. Importance of the National Lottery World Class Performance and Major Events Programmes National Lottery Funded since 2007

  20. The Journey • 1999 Lottery Distributer • Responsibility - final 4 years of preparation; Olympic/ Paralympic success • July 2005 2012 Bid won • September 2005 Government announced SE responsibilities for World Class Talent/Potential transferred to UK Sport from April 2006 • March 2006 additional 300m funding agreed by Government • April 2006 National Lottery share increase

  21. Medal success at the Olympic and Paralympic Games Supporting 46 sports and 1400 athletes A sustainable high-performance system that competes with the world’s best World Class Performance Investment

  22. On track to success - Periodic evaluation, assessment

  23. Mission Control – The Dimensions

  24. Forensic Profiling of 30 Elements

  25. The Quest for Excellence A problem without a solution An expert willing and able to help Performance & knowledge gain

  26. Partnership & support System Elements

  27. Strategic Themes - Elite Coaches • Accelerated development of emerging high performance coaches • An individualised learning pathway; reflecting both personal and sport specific requirements • Two-year structured programme • Based on a traditional apprenticeship model • Utilising a Master Coach from the sport and external Mentor • On the job learning complemented by residential workshops

  28. Use strategic knowledge • Talent Health check – a diagnostic tool • Helps sport profile the effectiveness of athlete pathway • Conducted in 2007 and repeated in 2011/12 with all Summer Olympic and Paralympic sports • PDs, Olympic Development Directors; Programme / Pathway/Talent Managers/Coaches • Accurate view of conditions in and around elite pathway • inform investment, policies, initiatives to drive change

  29. Olympic Journey

  30. Paralympic Journey

  31. 2012 Team Goals • Top Four place in the Olympic medal table, • 2nd in the Paralympic medal table • More medals across more sports • Every Olympic and Paralympic sport supported one team. one mission best prepared for 2012

  32. Now… on to Sochi & RioMaintaining Momentum and Creating Step Change

  33. Host nation effect - Olympic

  34. Our Vision For the UK to be at least as competitive in Rio 2016as we are now,but with a stronger, more sustainable high performance sport system

  35. …and Work with Home Country Sports Councils and Commonwealth Federations in the run up to Glasgow 2014 to maximise our team performances

  36. Investment Principles • IP1: Our performance mandate is sustained success in Olympic and Paralympic sport • IP3: We will only invest in sports bodies which demonstrate the required standards of leadership, governance, financial management and administration • IP4: We strive to make four-year investments to cover the complete Olympic/Paralympic cycle, but base these on an eight-year high performance development model • IP5: UK Sport World Class Programme investment is a privilege, not a right

  37. Reflecting on the journey ...

  38. Reaching the summit Strong Team with credible leaders who set the pace and • Develop shared vision for success • Have a no compromise focus onpriorities • Use evidence based strategic knowledge to manage resources and risks • Periodically evaluate • Assessment based on excellence model • Share knowledge • Willing to change • Build strong partnerships

  39. Reaching the summit Strong Team with credible leaders who • Select, deploy and develop the right people with the right skills • One team, one community culture • Live the team values • A positive environment for team to perform • Strong Governance • A culture of performance, responsibility, accountability and clear delegation to the level of expertise

  40. UK Sport • Who we are and what we do • Our role in the development of the high performance system • The journey, aspirations for London and road to Rio • Impact of the National Lottery

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