Corporate Plan 2015-2020 Sport NI
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A
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S p o r ti n g C o m
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Spo n
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Corporate Plan
2015-2020
Enjoy • Engage • Excel
“Pushing boundaries
and being flexible
and innovative is Contents
our main approach.”
Forewords 01
Our Purpose 03
Our Strategic Context 05
Realising our Strategic Objectives 11
Our Outcomes 13
01 Corporate Plan 2015-2020 02
Forewords
This Corporate Plan covers the period Cuimsíonn an Plean Corparáideach Coinneofar fócas ar dhaoine a I am delighted to present Sport To realise these instrumental benefits
2015-2020 and shows how Sport seo an tréimhse 2015-2020 agus thabhairt le chéile mar chuid de Northern Ireland’s Corporate Plan through sport it is essential to have
Northern Ireland will contribute to léiríonn mar a chuirfidh Sport NI le straitéis an Fheidhmeannais ‘Le Chéile: for 2015-2020. This document sets an ‘excellent sporting system’ in
developing a sporting culture which forbairt cultúr spóirt a chothóidh, ní Pobal Comhaontaithe a Thógáil’. out our key priorities for action over Northern Ireland. This sporting system
fosters not only successful athletes, amháin lúthchleasaithe rathúla, ach Beidh ról croí-lárnach ag an spórt, sa the next five years, which will in turn includes well managed competent
but also a lifelong enjoyment of sport taitneamh fadsaoil i measc an phobail mhéid is gur féidir daoine a thabhairt contribute to wider government governing bodies, modern talent
amongst our people. This vision is at s’againn ar an spórt. Is í an fhís seo atá le chéile trí ghníomhaíochtaí spóirt objectives and high level targets development systems, strong
the core of ‘Sport Matters’, the Strategy ag croí-lár ‘Sport Matters’, Straitéis agus iad ag iarraidh spriocanna within Sports Matters: The Northern club and competition structures, a
for Sport and Physical Recreation Spóirt agus Fóillíocht Fhisiciúil 2009- comhchoiteanna a bhaint amach, maidir Ireland Strategy for Sport and Physical competent and available workforce
2009-2019, and remains central to 2019, agus atá lárnach i gcónaí maidir le réadú na gcuspóirí sa réimse seo.” Recreation, 2009-2019. and a range of quality, accessible facilities
how the development of sport should leis an dóigh ar cheart forbairt an within the club, local authority, governing
be taken forward in forthcoming years. spóirt a chur chun cinn sna blianta atá A new Vision, Mission Statement and body, education and community
amach romhainn. Strategic Objectives for Sport Northern settings. We will continue to work to
My Department’s primary objective Ireland have been agreed, providing support the ongoing development of
is to promote equality and tackle Is é is príomhaidhm don Roinn a high degree of strategic focus and the sporting system in Northern Ireland.
poverty and social exclusion s’agam, an comhionannas a chur direction for us as a leading public
through the power of culture, arts chun cinn agus dul i ngleic leis an body for sport in Northern Ireland. Our Corporate Plan demonstrates our
and leisure. Sport can provide very bhochtaineacht agus leis an eisiamh commitment to striving for excellence
significant positive impacts in this sóisialta trí chumhacht an chultúir, na We are currently in the midst of at all levels of sport, and maps out how
area. Investment of public resources n-ealaíon agus na fóillíochta. Is féidir extremely difficult economic times we intend to use our limited resources
targeted at key priority areas will tionchar dearfach an-suntasach a and have had to reduce spending and in order to maximise the positive impact
bring about lasting and meaningful bheith ag an spórt sa réimse seo. Trí find savings, while at the same time of sport. It is about the positive
change to as many of our people as infheistíocht acmhainní poiblí a dhíriú Carál Ní Chuilín MLA continuing to provide high quality difference we will make to sport in
possible, in particular those who are ar eochair-réimsí tosaíochta, beifear Minister of Culture, Arts and Leisure services to an increasingly expectant Northern Ireland by 2020 and the
most disadvantaged, women and in ann athrú buan bríoch a dhéanamh sporting community. This presents benefits people will experience as the
people with a disability. Participation dá oiread den phobal s’againn agus Carál Ní Chuilín MLA a significant challenge. We know Plan is realised. It clearly articulates how
in sport has many potential benefits is féidir, go háirithe na daoine sin is An tAire Cultúir, Ealaíon agus that it will require informed planning, our expertise and investment will be
for our people, not least in terms of mó atá faoi mhíbhuntáiste, mná agus Fóillíochta strategic and targeted investment, devoted to growing and sustaining an
health and well-being and in particular daoine atá faoi mhíchumas. Tá go meaningful partnerships, and difficult excellent sporting system at all levels.”
mental health. I also want to see the leor buntáistí féideartha don phobal decisions to achieve our vision,
north of Ireland continuing to produce s’againn ag baint le rannpháirtíocht mission and strategic objectives.
winners and being able to compete at sa spórt, ní amháin i dtaca le sláinte
the highest level. This Corporate Plan agus folláine agus go háirithe i dtaca Sport is central to everything we aim
clearly articulates how this can be le sláinte mheabhrach. Ba mhaith to achieve, whether this is through
achieved and the structures that need liom leanúint fosta de bheith ag cothú increased participation, athlete
to be in place from grassroots level. buaiteoirí anseo i dtuaisceart na performance and enhanced facilities,
hÉireann agus muid a bheith in ann dul or a better equipped sporting
Focus will also remain on bringing san iomaíocht ag an leibhéal is airde. Tá workforce. We are also committed
people together as part of the leagtha amach go soiléir sa Phlean to our wider social responsibilities
Executive’s ‘Together: Building a Chorparáideach seo mar is féidir linn é including the promotion of equality,
United Community’ Strategy. Sport, seo a bhaint amach agus na struchtúir along with tackling poverty and social
with its potential to unite people in a bhfuil gá leo ó leibhéal an phobail aníos. exclusion as a key priority in this Brian Henning
activities in pursuit of shared goals, Corporate Plan period. Chair
will play a vital role in achieving Sport Northern Ireland
objectives in this area.”
03 Corporate Plan 2015-2020 04
Our Purpose
Sport Northern Ireland is a leading This Vision is supported by the
public body for the development following Mission Statement and
of sport in Northern Ireland, and an Strategic Objectives:
Arm’s Length Body of the Department
of Culture, Arts and Leisure (DCAL).
Our Vision is: Mission Statement:
Northern Ireland: renowned To lead sports development
as a place where people at all levels producing
enjoy, engage, and excel more participants and
in sport. more winners.
Sport Northern Ireland remains clear with world class sporting experiences.
Strategic Objectives that the values and cultures of an In consultation with our partners and
organisation drives its commitment staff, we have developed a Values and
Objective 1 Sporting Communities To increase and support the
to excellence and our values and Principles Framework that will guide how
number of people adopting and
principles set out our commitment to we work to achieve our Corporate Vision,
sustaining a sporting lifestyle.
providing people in Northern Ireland Mission and Strategic Objectives:
Objective 2 Sporting Clubs To enable more people to develop
and reach their sporting goals Values and Principles Framework
through a structured environment.
Leadership Being strategic and using our resources and expertise
to achieve the maximum impact.
Objective 3 Sporting Winners To help more Northern Ireland
athletes win at the highest level.
Creativity Pushing boundaries and being flexible and innovative in
our approach.
This Corporate Plan 2015-2020, (agreed It reinforces our commitment to Teamwork Ensuring genuine collaboration and partnerships and
by the Minister for Culture, Arts and ensuring that sport and physical embracing the contribution of others.
Leisure) summarises our contribution recreation is for everyone, regardless
to delivering on the targets and key of age, gender, race, disability,
steps within Sport Matters: The Northern marital status, sexual orientation, Excellence Providing an outstanding service for all.
Ireland Strategy for Sport and Physical dependency, religious belief or
Recreation 2009-2019. It also includes community background. Along with
our plans for investing Exchequer and our partner organisations, we are Integrity Being accountable, transparent, honest and fair.
National Lottery funds. moving forward to contribute to a
shared and equal future for everyone
in Northern Ireland.
05 Corporate Plan 2015-2020 06
Our Strategic As a public body leading
the development of sport
The next 5-10 years will be a challenging
economic period. We know that it will
Context in Northern Ireland, we are
require informed planning, strategic
and targeted investment, meaningful
partnerships and difficult decisions
driven by a passion for sport to achieve our vision, mission and
and our belief that sport strategic objectives. This will necessitate
has the power to enrich and prioritising how we allocate our
expertise and investment to deliver
enhance the lives of individuals greatest benefit and strategic
and communities. outcomes. As a public body leading
the development of sport, we are also
Northern Ireland: renowned as a place in a unique position to contribute to
where people enjoy, engage and excel all elements of an effective sporting
in sport shares in the vision as set out system in Northern Ireland and
in the Northern Ireland Executive’s its connections to the UK, Ireland
Strategy for Sport and Physical and beyond.
Recreation 2009-2019: ‘a culture
of lifelong enjoyment and success Sport is central to everything we aim
in sport’ 1 (Sport Matters). Intrinsic to achieve, whether this is through
to this is the common purpose ‘to increased participation, athlete
build a better and shared future for performance and enhanced facilities,
all’ 2 (Building A Better Future). The or a better equipped sporting
power of sport means it contributes workforce. We are also cognisant
to the five strategic priorities uniting of our wider social responsibilities
all public sector organisations in and the promotion of equality and
Northern Ireland: the tackling of poverty and social
exclusion (PETPSE) is a key priority for
1. Growing a sustainable economy this corporate planning period.
and investment in the future;
To realise these instrumental benefits
2. Creating opportunities for tackling through sport it is essential to have an
disadvantage and improving health ‘effective sporting system’ in Northern
and wellbeing; Ireland. This sporting system includes
well managed competent governing
3. Protecting our people, the environment bodies, modern talent development
and creating safer communities; systems, strong club and competition
structures, a competent and available
4. Building a strong and shared workforce and a range of quality,
community; and accessible facilities within the club,
local authority, governing body, and
5. Delivering high quality and efficient education and community settings.
public services. We will continue to work to support
the ongoing development of the
sporting system in Northern Ireland.
1
Sport Matters: The Northern Ireland Strategy for Sport and Physical Recreation 2009-2019. The Strategy was
reviewed by DCAL during 2015.
2
Northern Ireland Programme for Government 2011-2015, Building A Better Future.
07 Corporate Plan 2015-2020 08
Our Strategic Figure 1: Lifelong Enjoyment in Sport and Physical Activity (LISPA) Framework
Context (continued...)
Lifelong Involvement in Sport Policy Factors
Sport and Physical Activity Leading to international
(LISPA) Model Sporting Success (SPLISS)
Research 2012 3
The LISPA model (see Figure 1), which
was collaboratively developed by Over the last few years national sports
Sport Northern Ireland and the Irish organisations and governments
Sports Council in 2009, continues to throughout the world have committed
provide a conceptual framework for increasing amounts of money to sport,
‘action planning’ for sport with Northern in an attempt to have an effective
Ireland. sports development system. As nations
have competed to achieve international
LISPA is a participant centred model success, their sport development
for sports development planning; as systems have become increasingly
a conceptual framework, it has been similar and more than ever focus on a
widely endorsed throughout the UK, single integrated sports development
Ireland and beyond. The LISPA model model, commonly referred to as the
provides a policy framework within SPLISS Model (see Figure 2).
which it is possible to address the
development needs of all individuals Figure 2: Sport Policy Factors Leading to International Sporting Success
In 2010-11, Sport Northern Ireland
- in communities, in sports clubs participated in an international
and at the highest levels of sport. SPLISS benchmarking study (involving
The fluidity implied within the model 15 other nations). This allowed
recognises the interconnectedness for an assessment of the sports
and inter-relatedness of grassroots development system in Northern
participation and high performance Ireland against the SPLISS Model.
but also mirrors the complexity of
experience that each of us is likely to The study found that Northern
experience in our life-course. Ireland’s sport development system
is in its infancy and considerable
The LISPA model has been based on a investment is necessary to bring our
significant body of research in sport system up to a standard comparable
and child development, offering with other countries.
important insights into the ways people
develop, learn and grow. The various
stages of the model may be used to
indicate the kinds of experience that
individuals should be exposed to at
certain stages of their development
– experiences that are designed to
maximise opportunities for them to
fulfil their sporting ambitions in their
chosen area.
3
Sport Northern Ireland. 2012. Sport Policy Factors Leading to International Sporting Success: An audit of the elite sport development system in Northern Ireland.
09 Corporate Plan 2015-2020 10 Our Strategic Context (continued...) Sport Northern Ireland is using the Responding to evidence and road map provided through the SPLISS assessment to Partners’ Views guide and inform this Corporate Plan. In so doing, we are making a clear As a means of informing the development commitment to striving for excellence of this plan we sought feedback from at all levels in sport so that children a range of stakeholders/partners as to and older people for example, their needs and expectations over the participating in sport have the best period of this plan. quality, sporting experience, that young men and women showing This Corporate Plan (2015-2020) has sporting talent have a clear pathway taken full account of the feedback to developing that talent and barriers received and primarily focused on are removed and that our best the positive and visible difference athletes are given the best chance to we will make to sport in Northern succeed at the highest level in their Ireland by 2020. This Plan outlines the sports. We will support communities, approaches we will take to make our clubs and governing bodies of sport vision a reality and our measures of to achieve these. success (outcomes). Sport Northern Ireland recognises that the SPLISS Model values equally the benefits derived from sports participation at grassroots level and competitive higher performance sport. Our investment will be made through our staff (sports development capacity building, providing expert advice and development support) through financial investment where it is most needed in the sporting system (grassroots facilities, talent identification and nurturing or access to the High Performance Centre of Sport Northern Ireland, the Sports Institute, and through offering grant aid to support our objectives.
11 Corporate Plan 2015-2020 12
Realising our Figure 3 outlines our • Engaging and supporting
Strategic Objectives Integrated Delivery Model
for the period 2015-2020.
the right People;
• Effective Planning;
The Model illustrates our role in • Strong Partnerships; and
leading and connecting our strategic
objectives and Priorities for Action • Quality and accessible
This Plan has been devised Table 1: Priorities for Action Supporting the Achievement with the following pivotal components Places for sport.
based on projections that of our Strategic Objectives that are required to grow and sustain
an effective sporting system in
we will have resources of Sporting Communities To increase and support the number of people
Northern Ireland:
adopting and sustaining a sporting lifestyle.
£100.3m during the period
2015-2020. 1. We will lead and support the development
and delivery of sport at a community level; Figure 3: An Integrated Delivery Model
Our strategic approach to delivery extending choice and quality sporting
will ensure focus on the changes opportunities which engage all.
needed across Northern Ireland to
provide people and athletes with 2. We will increase participation in grassroots Planning
the conditions they require to enjoy, sport with a target on young people, people
engage and excel in sport. To this end, with a disability, women/girls, older people
we will foster an integrated approach and people living in areas of greatest need4.
with our key partners focusing on 6
Priorities for Action outlined in Table 1. Sporting Clubs To enable more people to develop and reach
their sporting goals through a structured
environment.
it ies Sp
3. We will support the sporting workforce to 5
un o
enable sports clubs to develop and deliver
m
r ti
m
quality sporting experiences so that people
ng
Co
can enjoy and sustain a sporting lifestyle.
C
Sporting
lubs
Partnerships
4. We will invest in quality sports facilities that
engage communities, support achievement
Places
of sporting goals and develop future champions.
Sporting Winners To help more Northern Ireland athletes win at
the highest level.
5. We will prioritise those sports and athletes
who have the potential to achieve success
and excel at the Olympic, Paralympic and
Commonwealth Games.
S po
6. We will work strategically with sports rting Winners
(including culturally significant sports6) to
invest our high performance expertise where
it is most needed to ensure success.
Sport Northern Ireland has defined areas of greatest need as Neighbourhood Renewal Areas or the 25% most deprived Super Output Areas using the Northern Ireland
People
4
Multiple Deprivation Measure 2010.
5
In this context, the Sporting Workforce refers to coaches, officials, and leaders [voluntary and paid] actively involved in the development and delivery of sport in Northern Ireland.
6
Culturally significant sports included Association Football, Gaelic Games, Rugby, Cricket, Motorsports, Mountaineering, Orienteering and Golf.
13 Corporate Plan 2015-2020 14
Our Outcomes “We strive to
promote equality,
tackle poverty and
As a result of the investment we will This Plan will be underpinned by an
social exclusion in and
make through this Corporate Plan we annual Business Plan for each year. through sport. ”
are striving to achieve the following These business Plans will include
sporting outcomes: specific details on key activities, budgets
and associated key performance
1. More people taking part in sport indicators (KPIs) to bring our strategic
and physical recreation on a regular objectives and priorities for action
basis especially among those that into effect. We will employ a range of
do not normally participate; quantitative and qualitative measures
to evaluate our work holistically. We
2. A demonstrable Sport Northern also monitor our progress through
Ireland contribution to promoting a Performance Management
equality, tackling poverty and social Framework and report quarterly to
exclusion in and through sport; DCAL at scheduled Governance and
Accountability meetings.
3. Public recognition that sport
enhances the quality of life and
community wellbeing;
About this Plan
4. New and improved sporting This plan has been informed by
facilities that support both views of a range of individuals and
community and high performance organisations collected through
use; a public consultation exercise.
A summary of all consultation
5. More sporting winners at the responses is available on request.
highest level; and
Supporting this Corporate Plan is
6. Sport Northern Ireland recognised our annual Business Plan which
as being at the forefront of provides more information on our key
development in sport. activities and specific priorities for
the coming year.
15 Corporate Plan 2015-2020
SPORTING COMMUNITIES
“To increase and
support the number
of people adopting
and sustaining a
sporting lifestyle.”
SPORTING CLUBS
“To enable more
people to develop
and reach their
sporting goals
through a structured
environment.”
SPORTING WINNERS
“To help more
Northern Ireland
athletes win at the
highest level.”This document is available in other accessible formats on request, and online at www.sportni.net Published: June 2015 Sport Northern Ireland House of Sport 2a Upper Malone Road Belfast BT9 5LA T: (028) 9038 1222 E: info@sportni.net W: www.sportni.net
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