1. BUCS Strategy Karen Rothery BUCS Chief Executive

2. BUCS – what we stand for Enhancing the contribution of higher education to the economy and society Our vision is to enhance the university sport experience through the provision of sporting excellence across three key themes: Performance - Participation - Competition

3. BUCS – our strategic objectives More people playing more sport and engaging in physical activity Improve the quality of experience for students and staff involved in sport Create a sustainable future for sport at university Maximise the potential of our membership and support professional career pathways Support the delivery of world-class athletes and structures Provide a national respected voice for our members to government and relevant stakeholders

4. Always bearing in mind Making the business case for higher education sport Enhancing the university experience Shared goals, joint outcomes and common aspirations

5. BUCS – where we aspire to operate The HE sport landscape

6. BUCS – external partnerships Our partners include

7. Long term strategy More people playing more sport and physical activity –Raise student participation to 50% of the population –BUCS takes sport in HE from social to podium –HE sport supports professional sports

8. Year one Business as usual where possible with sport –New competition structure, highest ever numbers and better engagement –NGB relationships –BUCS Champs – bigger, better, higher profile –Rules and Regs reviewed and amended

9. Year two focus BUCS does not have a strategy for sport –not planned, strategic or resource based –Major research project to determine BUCS key strategic sports driving resource allocation –Structural change in sport delivery model –Sport development focus to remove the barriers to participation

10. Long term strategy Improving the quality of experience –HE sport becomes the gold standard for sport in the UK –Services available to all at the level desired –Skills development in HE becomes synonymous with HE sport –Fully developed national structure with regional delivery mechanism

11. Year one Improving the quality of experience –Supporting events with additional activities, professional development opportunities, social events and merchandise –More flexible approach to delivery –Adding new events for beginners and improving quality of event delivery –Participation, not just competition

12. Year two focus Improvements in service levels is key –Sport development, Coach education, volunteering, infrastructure and club link programmes development via national posts (subject to consultation) –Running Sports club governance package –Research quality of experience –NGB engagement –Social sport through Facebook project

13. Long term strategy Creating a sustainable long term future for HE sport –Reduce the proportion of income from membership to 25% –Generate more income from commercial routes –Partnership funding enhancement (LA’s, NGB’s, others) –Self sustaining funding models

14. Year one Success in securing funding from sponsors and funding agencies –New sponsors – Barclays, Kukri, Nike, Lucozade Sport, and a new deal with PwC –New income from new sources –FA relationship – joining up with those who share our vision and values

15. Year two focus Significant progress in securing alternative funds –Secure 1 new sponsor for the business and 1 for BUCS championships –Develop merchandise and commercial events –Develop plan with sector to secure Sport England themed funding round

16. Long term strategy Maximising the potential of members, supporting career pathways –Raise the profile and prospects for careers in HE sport –BUCS actively supports and provides expert knowledge in personal and professional development –Fully integrated student/staff structures delivering BUCS national policy at local or regional level

17. Year one Maximising the potential of members, support career pathways –New structure proposal to improve communication, engagement and opportunities to get involved –Strengthening links with communities –Growing PAG programme

18. Year two focus Higher activity levels and joint student/staff engagement –Workforce development national roles (subject to consultation) –Deliver simpler structure for regional delivery –Develop professional support networks and integrate into regional activities –PwC initiative –Running sports club development programme delivery

19. Long term strategy Support for world class athletes and infrastructures –HE sector the home of performance sport in the UK –BUCS championships represent pinnacle of student performance at domestic level –BUCS events used as tests for London 2012 –BUCS/HE hosts World University events

20. Year one Support for world class athletes and infrastructures –Performance sport review –WUG’s and winter WUG’s teams –Rugby 7’s delivered and World Hockey Championships –Enhanced representation in Europe

21. Year two focus Integrated and deliverable performance strategy –HP research and strategy to be published and adopted –Develop closer relationships with TASS, UK Sport and international agencies –Review international eligibility for athletes not UK resident –Deliver World Hockey championships

22. Long term strategy Providing a national respected voice for members –BUCS becomes first port of call for comment or expert opinion on HE sport related matters –Power hitter in sport, with respected voice and clear raison d’etre –Proportionate level of recognition to activity and success of the sector –BUCS drives national sport policy as a respected and integral partner

23. Year one Building the brand central to kick starting discussion –Brand launch well received –Improved public profile –PR levels increased –Facebook project –Networking –VFTB, Essentials and BUCS Life

24. Year two focus Raising the profile further to develop the voice of HE sport –Continued improvement in communications –Ambassador group –Further enhancement of BUCS profile through major events and additional commercial and media activity –Driving research activity to drive the business case for HE sport

25. Establishing the landscape Some outstanding matters –Research qualitative and quantitative baseline data –The sporting offer – how many sports, which are of strategic importance, which deliver most value? –Is the structure right? And are our members engaging? –Regional drive remains to be proven –Success measures to be developed

26. Year 2 Improving the quality of experience –Year 2 focus on customer service –Improving the management structure and systems –Targets to improve in every arena –Professionalisation of BUCS offer

27. So where do we want to be? Sport is a “must deliver” part of the student experience A better more efficient organisation Focused on our key customers – members, students playing sport, people delivering services, external partnerships Interacting effectively in communities HE is the first port of call for a skilled workforce Playing a central part in the whole sports landscape Influential, integrated, established voice

28. Next AGM 16 th June 2010 BUCS AGM