Business Plan

Transcription

1 Business Plan SUMMARY

2 1. Introduction Physical inactivity Physical inactivity now kills as many people as smoking. It costs the UK healthcare system 7.4bn annually. In Gloucestershire, obesity alone costs the NHS 150m every year. Physically active people are healthier, happier and more productive, yet like much of the country, 20% of people in our county are inactive and a third don t do enough physical activity to benefit their health. Today s children may be the first generation to live shorter lives than their parents. Becoming a high quality behaviour change organisation Active Gloucestershire s Business Plan is primarily an internal document that provides focus and motivation for our people to increase physical activity levels in the county. It re-positions us as a high quality behaviour change organisation, with a clear strategy and a compelling set of products and services shaped by the latest behaviour change theory and practice. Created by our staff team, in consultation with the Board of Trustees, our plan has been particularly informed by: Extensive research and consultation with more than 200 organisations and individuals, leading to the development of Gloucestershire Moves, our whole system approach to physical activity Greater commitment to physical activity from policy-makers across the county, including Gloucestershire s County and District Councils and Clinical Commissioning Group Sport England s new strategy, which prioritises behaviour change and inactives Replacement of Active People with Active Lives, changing our insight base Planning for change 2016 and 2017 have seen the charity make substantive progress. However, we remain in a transitional period. Consequently, the plan will be regularly reviewed and modified to meet the changing needs of our internal and external environment.

3 2. About Active Gloucestershire 2.1 Who we are Vision: Everyone in Gloucestershire active every day Mission: We will unite organisations and people around our vision and enable them to make it a reality Brand essence Agents of change: we see opportunities and bring people together to drive change Brand values Collaboration: we network, create partnerships and work together Innovation: we build on what works and look for new ideas Sustainability: we do things for the long-term 2.2 Who we work with and what we do Active Gloucestershire influences policy- and decision-makers, supports organisations and campaigns directly to the public. ROLE Influence policy- & decisionmakers Support organisations Campaign to the public ACTIVITY We work across sport, fitness, health, education, business, communities, tourism, housing and planning to ensure physical activity is a countywide, social priority Provide insight Make activity happen Find funding We help organisations to understand their customers and county to ensure projects are delivered with the greatest impact We provide key data, statistics and facts, identify need and demand and share good practice We help make great activity initiatives happen by connecting people and providing support, training and mentoring We develop networks, provide consultancy and training, stage events and run promotions We turn ideas into reality by increasing investment in our sector and county and providing guidance and resources to secure funding We raise money for physical activity initiatives, identify funding sources and help organisations and individuals obtain investment We run consumer campaigns that increase public demand to be active and connect people to the supply of physical activity initiatives

4 2.3 What we mean by physical activity In a physically active culture, everyone must feel that being active is for them, whatever their age, interest or ability. Consequently, we use physical activity to mean any activity that involves body movement, uses energy and produces a health benefit, including structured, competitive sport. This is reflected by Sport England s recent replacement of Active People with a new survey, Active Lives, to measure the country s physical activity levels. Active Lives includes a much broader range of activity than just sport, such as dance and walking and cycling for travel, measured over a longer time frame: 12 months rather than 4 weeks. It also removes the previous distinction between sport and physical activity, addressing three categories of activity: 1. Inactive: individuals who do less than 30 minutes of physical activity per week 2. Fairly Active: individuals who do between minutes per week 3. Active: individuals who do more than 150 minutes per week

5 3. Context 3.1 Physical inactivity in Gloucestershire Inactive Fairly Active Active England 22% 12.6% 65.4% South West 19% 12% 69% Gloucestershire 19.2% 11.7% 69.1 Inactivity levels had been rising, but in the last two years they ve shown early signs of falling among older adults, BME communities and people with disabilities. However, latent demand from inactive individuals is below the national average, demonstrating the need and potential for change. Our research has identified six priority groups with the highest levels of inactivity: 1. Older Adults. 2. Children and Young People. 3. Disabled People and those with Life-limiting Conditions. 4. People living in Areas of Deprivation. 5. Women. 6. BME communities. Factors driving inactivity In addition to an ageing population, stark inequalities between districts, youth obesity and mental health problems and a variety of rural and urban locations, our analysis revealed: Considerable resource is devoted to physical activity across the county, but for too long, funding has been going to short-term, isolated, reactive projects that tend to get those who are already active a bit more active, rather than engaging the inactive Projects have focused on targeted beneficiary groups without looking sufficiently at the environment in which they spend their time. Because physical activity is not the norm in their social groups they have not sustained activity Interventions have been well intentioned, but have not been rooted in behaviour change theory and adequate insight. Often the loudest voices get funded, not the best thought through and commissioners and funders do not have a clear decision-making protocol Things are not joined up. The county has a number of people and community assets that are not currently being used as well as they could. Similarly, there are some really good projects showing change at a micro level but these are not being shared Focus has been almost exclusively on change at an individual or organisation level. There has been very little effort placed on the wider system such as infrastructure or policy Networks are strong and there is a strong sense of county in Gloucestershire but there is no single platform to unite these different networks The need for a whole system approach that integrates policy, infrastructure and on-theground delivery is increasingly recognised. The challenge is to transfer this to local policy and implementation

6 3.2 Internal Change Staff Relationships Funding Governance Culture We ve changed extensively in the last two years, from a delivery focused, mediocre CSP, to one considered innovative and high performing. We remain, however, in a transitional period, adopting Gloucestershire Moves and adapting to a changing relationship with our main funder, Sport England Our staff team has embraced change and taken great strides in a rapidly changing environment. However, they were appointed to what was effectively a different organisation and gaps remain in skills and capacity. New, seniorlevel staff are being recruited to provide improved support the CEO. Behaviour change is new to the charity and staff have to improve their own knowledge before they can improve others We ve established new relationships across different sectors but have no consistent offer and tend to work in siloes Although we have diversified our funding we remain overly dependent on Sport England, putting the charity at risk A review this year revealed that it s good Sport England has introduced more stringent governance We have been shifting from a public sector bureaucratic-feeling organisation to one with an entrepreneurial culture, but we are still on this journey and further work needs to be done 3.3 External Sport England strategy Localities bid Local policy priorities Delivery bodies In response to the Government s new strategy for sport, Sport England produced its new, five-year strategy for , emphasising: Behaviour change: Sport England is adopting the latest theories and practice of behaviour change to identify need and develop the most effective, whole system mix of interventions Inactive groups: the most inactive groups, which suffer poorest health and greatest inequality, are now being prioritised in the development of programmes and allocation of funding CSP relationship: Sport England is redefining its relationship with CSPs, which are expected to be strategic and influential, insight- and beneficiaryled, partner-neutral (identifying and uniting partners from all sectors, not just sport) and to increase participation Although unsuccessful in our funding bid, other Sport England investment may be forthcoming. It remains to be seen how both will affect Gloucestershire Moves and our own rate of development We have to reflect the county s priorities and areas of health inequality: Economy Mental health and obesity Older adults Gloucester and Forest of Dean Skills need to be improved across all sectors, which also require support to think in different ways to increase participation. Most are struggling financially, so funding is a priority

7 4. Strategy 4.1 Strategic framework Our strategy is presented in a framework that provides a direct line of sight from our vision to the individual activity plans of each of our staff. VISION MISSION AIMS & OBJECTIVES DELIVERY APPROACH & PLANS BRAND Vision Mission Aims Objectives Delivery approach & plans Brand The world we d like to see Our role in making that a reality Quantified ambitions to realise our vision and mission Targeted & measurable intentions to fulfil our aims Whole system approach + function & individual plans The essence and values that underpin all our work 4.2 Aims and Objectives Our aims and objectives for the next four years mark a step change in achieving our vision. AIMS Get inactive people active Make physical activity the social norm Be a strong and sustainable charity OBJECTIVES 30,000 inactive people active (based on Gloucestershire Moves analysis) 2,000 organisations and people signed up and actively contributing to Gloucestershire Moves Infrastructure in development to support physical activity (people, policies, systems and programmes) 1m turnover 50% non-sport England Known and understood High-performing staff and board

8 4.3 Delivery approach Our approach to getting the inactive active and to making physical activity the norm adopts the latest behaviour change theory and practice. We call it Gloucestershire Moves. It s based on extensive consultation with more than 200 organisations and 100 individuals, from physical activity experts to programme beneficiaries. Insight-driven, supported by a series of societal enablers and using the COM-B analysis and Behaviour Change Wheel, Gloucestershire Moves addresses the life course of individuals and provides a clear and tested methodology to select a whole system mix of interventions, at individual, community and population levels. Realising the approach We intend to develop Gloucestershire Moves from an approach into the umbrella brand to connect all physical activity in the county and a programme that combines high profile campaigns, social networking, role models, technological innovations and stakeholder influencing. The brand and programme will be led and co-ordinated by Active Gloucestershire, but owned collectively by the county, as part of a multi-sector movement for change, from sport, fitness, health and education to business, communities, tourism, housing and planning.

9 4.4 Strategy summary

10 5. Delivery model 5.1 Structure Our delivery model is designed to realise our strategy and provides an externally-oriented, functional structure for our work. 1 PRIORITY BENEFICIARIES OLDER ADULTS CHILDREN & YOUNG PEOPLE DISABLED LOW-SOCIO ECONOMIC & BME WOMEN 2 ENABLERS SOCIETAL SUPPORT SERVICES POLICY PLANNING, DESIGN & INFRASTRUCTURE LEADERSHIP & WORKFORCE INVESTMENT WORKPLACE INSIGHT TRAINING & EDUCATION MONITORING & EVALUATION COMMUNICATIONS & CAMPAIGNS 3 BUSINESS DEVELOPMENT FUNDRAISING INCOME GENERATION PRODUCTS & SERVICES MARKETING & COMMUNICATIONS 4 OPERATIONS PEOPLE INTERNAL POLICIES & SYSTEMS GOVERNANCE 1 Priority beneficiaries We focus on our prime inactive beneficiaries. 2 Enablers We create a physically active culture for all priority groups as well as the wider population by addressing a series of key enablers that will best effect change. 3 Business development We anticipate, identify and deliver long-term growth opportunities for the charity and our beneficiaries, supported by compelling brands and communications. 4 Operations We ensure the success and sustainability of the charity and our work by investing in our people and maintaining optimal policies, systems and governance

11 5.2 Beneficiary-driven delivery Our work is beneficiary-driven, based on a threefold cycle of planning and design, implementation and evaluation. Working with local stakeholders, we develop an in-depth understanding of those who are inactive, using the Behaviour Change Wheel and other behaviour change models to identify behavioural barriers and motivators. This enables us to plan and design the most effective interventions, which are then trialled, implemented and constantly refined, through ongoing evaluation. PLANNING & DESIGN IMPLEMENTATION BENEFICIARY-DRIVEN DELIVERY Select beneficiary segments with relevant stakeholders 3-month deep dive : o Convene local and national stakeholders, experts and delivery organisations, including a user representation group o Review best practice interventions locally, nationally and globally o Co-produce a whole system set of intervention and policy priorities using the Behaviour Change Wheel (or other behavioural tools) Trial different interventions in different districts to compare outcomes and ROI Advocate for policy/system changes Constantly refine interventions through regular evaluation to improve outcomes EVALUATION Regularly evaluate interventions and incorporate findings 5.3 Creating a physically active culture The Gloucestershire Moves approach combines the focus on inactive groups, outlined above, with the creation of a physically active culture for the population as a whole. To achieve this cultural change, we ve identified and addressed a number of key societal and supportive enablers, through which we ll aim to ensure the prioritisation and optimal facilitation of physical activity: Societal enablers Policy: all the major policies and strategies of both statutory and voluntary sector organisations, at county, district and organisational levels Planning, design and infrastructure: town design, how and where homes are built, the availability and accessibility of facilities and active travel opportunities

12 Leadership and workforce: hands on influencers, advisers and deliverers, from GPs and care workers to community leaders, peer role models and volunteers Workplace: the county s 30,000 businesses and their 270,000 employees Investment: adequate funding for the right initiatives in the right areas, with sustainable, joinedup programmes that make a long-term difference Support services Insight: interventions and commissioning must be based on detailed and comprehensive insight Training & Education: the county s leadership and workforce need to understand how best to advise, influence and deliver Monitoring and evaluation: high quality, consistent methodologies have to be adopted across the county Communications and campaigns: consumer demand must be increased and organisations have to unite behind the Gloucestershire Moves brand DETAILED ACTION PLANS FOR ALL DELIVERY AREAS ARE AVAILABLE ON REQUEST.

13 6. Monitoring and evaluation We will monitor and evaluate our success in three areas: Realisation of our vision and achievement of our mission Delivery of our aims, objectives and plans Performance against funder targets To do this we ll use a top-level set of key performance indicators (KPIs) for the board, a more detailed scorecard for staff and stories of change to bring the data alive. 6.1 Vision and mission Vision: Everybody in Gloucestershire active every day We ll measure the number of people taking part in sport and physical activity and report this annually. Our data sources are currently limited; so to begin with, we ll use a combination of Active Lives, which counts the number of people participating once a week for a minimum of 30 minutes, and supplement this with our own project and programme data. Sport England is consulting on how to improve their measurement tool, and a number of CSPs are exploring alternative measurement tools. We ll engage with these developments and enhance this measure over the next four years. Mission: We will unite organisations and people around a shared vision of daily physical activity and enable them to make it a reality. We will count the number of organisations with which we work, the introductions we make, and the size of our network. By means of an annual stakeholder survey, we ll also assess the difference we make to them and report on both quantitative and qualitative measures annually. 6.2 Key performance indicators (KPIs) Active Gloucestershire s KPIs are quantifiable measurements that allow the trustees and CEO to measure progress towards the four-year strategic objectives, mission and vision. They provide transparency for internal and external audiences into how effectively and efficiently the charity is operating. They are the top four things by which we will determine our success. KPI 2021 objective Physical activity levels in 30,000 more Gloucestershire (no. doing 1x30 from 2017 per week) figure No. of organisations supported to have a greater impact % NPS score Method of data capture Active Lives Survey Project/programme/club reporting data Internal data capture; annual CSP survey; programme evaluation Net Promotor Score (CSP annual survey) Annual turnover 1 million Management accounts/business development report Sport England funding as a 50% Management accounts/business percentage of total income development report High performing organisation Staff NPS 50% Annual staff satisfaction survey Level 3 code Annual Trustee evaluation of governance Monthly assessment of performance 80% of plan against plan complete How often reported to the board Direction of travel every meeting; full report annually Direction of travel every meeting; full report annually Direction of travel every meeting; full report annually Every board meeting Direction of travel every meeting; full report annually

14 6.3 Scorecard Our current scorecard measurement tool will be adapted to show performance against business plan targets. This will primarily be used by the staff team but will also be shared at each board meeting. 6.4 Stories of change The most significant change methodology encourages a culture of change within the charity and allows the Board not only to get the feel of what s going on, but also to influence it. Staff collect short stories that describe positive change enjoyed by individuals or organisations as a result of our work. The stories are shared at team meetings in a structured way and teams agree which represent the most significant change. Each department selects a story that s then brought to the Senior Management Team (SMT), from which a shortlist will be chosen and submitted to the Board, which votes on its favourite. By selecting the most significant stories of change, the SMT and Board shape expectations and aspirations for staff, instilling an impact-oriented culture, while the stories accumulate to build a database of success.