1. Strategy April 2018 – March 2022

2. Our Mission
To work in partnership to support, develop and promote safe, high quality and inclusive opportunities for people to participate in sport and physical activity for life.

3. A Healthier, Happier and Fitter Bedfordshire
Our Vision
A Healthier, Happier and Fitter Bedfordshire

4. Values Collaborative Creative: Passionate:
Working in partnership to support, inform and advise our local communities
Creative:
Always aiming to facilitate a range of innovative, positive and valued solutions.
Passionate:
A proactive and knowledgeable team, committed to making a difference across Bedfordshire.

5. Services
Interpreter - Understanding and translating national initiatives from government and NGB’s. Providing a ‘superhighway’ from national policy to local implementation.
Treasure Hunter - Identify opportunities for inward investment. Support LA’s with submissions, providing intelligence, statistical data, through the development and maintenance of an intelligence bank and monitoring and evaluation services.
Navigator - Providing intelligence (signposting) that will help identify opportunities for local projects to be created and/or developed/improved.

6. Services
Detective - Look at the monitoring and evaluation evidence required for projects to help prove value and worth. Utilise findings from projects within the ‘intelligence bank’.
Pirate - Understand what is working well in and embrace the best ideas from others and bring them back for local deliverers to embellish!
Tracker - Researching and understanding the best technological innovations and the practical applications of these within LA’s environments to support customers and deliverers.
Advocator - Build relationships across the LA and advocate and share the case for investment and support into sport and physical activity.

7. Strategic Priorities
1. Broker and facilitate access to more resources.
4. Support and facilitate a high quality sport and physical activity framework.
2. Support local organisations to make safe opportunities for all more accessible.
5. Deliver national programmes successfully at a local level.
3. Continuously improve our granular understanding of community.
6. Support the development of a high quality, appropriate workforce across
Bedfordshire.
7. Ensure that safeguarding, inclusivity and diversity underpins all aspects of our work.

8. Strategic Objectives
Seek additional investment to pass on to delivers.
Provide advice and guidance on funding opportunities to stakeholders and the community.
Work with partners on strategic plans such as workforce and facilities to create a more unified approach.
1. Broker and facilitate access to more resources.

9. Strategic Objectives
Provide a central place to access advice on funding.
Support partners in improving their marketing and comms.
Provide current and relevant insight to stakeholders.
Support the upskilling of the workforce relevant to the community it serves.
Connect community groups to ensure there is the right offer for everyone, especially under-represented groups.
Support local and regional networks to identify and share solutions to barriers on particular target groups.
2. Support local organisations to make safe opportunities for all more accessible.

10. Strategic Objectives
Work with organisations such as the University of Bedfordshire to help inform stakeholders on the latest approaches and engagement tactics.
Develop our understanding of how to reach and engage with inactive populations.
Be community orientated and engage with leaders, influencers and role models.
3. Continuously improve our granular understanding of community.

11. Strategic Objectives
Work with each LA to develop sport and physical activity strategies.
Co-ordinate implementation plans with partners.
Define the services we provide, i.e Insight, mapping and linking local thinking with national plans.
4. Support and facilitate a high quality sport and physical activity framework.

12. Strategic Objectives
Celebrate the value and impact of national programmes like Satellite Clubs and Schools Games and retain our reputation for successfully landing national schemes.
Ensure national programmes are safe, diverse, inclusive and relevant to the local community.
5. Deliver national programmes successfully at a local level.

13. Strategic Objectives
Improve the experience of the participant by providing specialised support.
Link with Unitary Strategic Plans on workforce.
Ensure the workforce plan for Bedfordshire is embedded in each LA’s priorities.
6. Support the development of a high quality, appropriate workforce across
Bedfordshire.

14. Strategic Objectives
Provide education and training opportunities relevant to safeguarding, inclusivity and diversity.
Ensure these topics at a policy level are considered and are a standing item at Board, team and stakeholder meetings.
Include these topics in work plans as well as staff and Board inductions so that our procedures and practices are robust and embedded.
Keep our insight area on our website up to date on these issues and share this information with our stakeholders.
7. Ensure that safeguarding, inclusivity and diversity underpins all aspects of our work.

15. What does success look like in 3 years time…

16. In Demand: Have Bedfordshire stakeholders wanting to work with us.
Central: Be the go to partner for advice on investment in sport and physical activity in Bedfordshire.
Trusted: Be the honest broker with stakeholders and known for our collaborative approach.
Integral: Key to the success of sport and physical activity across communities in Bedfordshire.
Motivated: A productive workforce and Board.

17. How will we be measured?

18. Each year the team will agree with each LA partner three key outcomes that they would like to achieve together that fit under one or more of the strategic priorities.
The team will continue to meet their contractual obligations with SE as well as the performance measures under each programme.
NPS score of at least 80 on an annual basis.
Increase our stakeholder engagement by 75% by 2022.
Staff satisfaction of at least 80 on an annual basis.
Board self evaluation to be completed annually.

19. Thank you
Any Questions?