BeActive Partnership

Transcription

1 Black Country The Black Country BeActive Partnership International Trade Barometer May 2011 Board Non-Executive Board Information and Chair and Member Recruitment Information December Extended closing date to 14/02/14. 7

2 Contents Purpose The need for Change 2 Existing and Proposed New Structure 3 Timetable for Recruitment 5 About the Black Country BeActive Partnership 6 BeActive Partnership Board, Terms of Reference 8 The Role of the Board Chair 12 Board Member Contribution 15 Board Member Involvement 16 Board Member Knowledge and Skills 19 Contact Details 20 1

3 Purpose The Need for Change 1. The Black Country BeActive Partnership, the nationally recognised County Sports Partnership for areas covering Dudley, Sandwell, Walsall and Wolverhampton has been in existence since It is principally funded by Sport England. 2. The Partnership operates on 2 levels: a. The shared working across stakeholders and partners responsible for sport and physical activity b. The work of the Black Country Consortium Ltd BeActive Unit (the core team of the Partnership). 3. A Partnership Board has been in place since its inception and has gone through various stages of development from: a. A strategic representative Board b. A Board focusing on CSP team business with representatives c. A Representative Board considering both CSP team and strategic business. 4. Consultation with Board members and Sport England has identified: a. The need to separate strategic direction and CSP team accountability b. Greater clarity of purpose of CSP Board member and where they add value c. Move away from a Representative Board 5. At its April 2013 meeting, the Board tasked the current Chair, Vice Chair and Director to move this work forward to provide the future governance framework. 6. This need for change was also one of the main recommendations of the Sport England CSP governance, management and finance audit undertaken in August 2013, which highlighted the need to review Governance and that: a. The revised Board contains a mix of independent and representative members b. Membership is skills based c. The Board has a maximum of 12 members d. Members should serve a maximum of 8/9 years (this should be split into terms e.g. 2x4, 3x3, 4x2), with a rotation basis to ensure that Board members term of office end on a staged basis. e. Updated terms of reference should be produced to reflect the new arrangements f. A formal Board evaluation exercise should be undertaken annually, ideally including individual appraisals. g. A formal induction process should be introduced for new Board members. 7. This process has identified the need to: a. Differentiate the accountability of the CSP team for its work with the Black Country strategic direction of sport and physical activity. b. Setting, implementing and monitoring the strategic direction of sport and physical activity across the Black Country c. Move towards a more independent membership of the Board. 8. This pack sets out the proposed future governance structure, purpose and membership. 2

4 Existing and Proposed New Structure 1. Our existing governance structure operates as a representative structure with a main board which is informed by a number of existing forums: BeActive Partnership Board BCC Ltd CSPANs NGB Forum Programme Groups Sportivate SAG Black Country in Motion LOC 2. This model has been in effect since 2009 and provides a platform for Programme Groups and the BCC Ltd team to receive steers from the Board on progress in delivery. 3. In response to feedback and the Sport England review, it is proposed that we move to a new governance model which is based on: a. The greater accountability of BCC Ltd for its work b. Driving the shared future direction of sport and physical activity across Black Country stakeholders and partners c. Aligning strategy, implementation and delivery d. Focus on Board s Membership involves members and representatives, led by an independent Chair e. Reporting to the Black Country Consortium s Guarantee Members and Audit Committee f. Being informed by 3 Implementation Groups and recognising that there are other networks in the Black Country to drive specific work forward such as the Local Authority Collaboration Group. 3

5 Increasing Participation Adults CSP Board Strategic Implementation Improving health Increasing PE, School & Community Sport Participation Young People Talent & Performance Development The Black Country BeActive Partnership Stakeholders, Partners and Customers are identified as: 4

6 Timetable for Recruitment Date: 9 Dec 2013 Recruitment Begins Advert for Chair and Independent Member Letter of Request to Local Authorities 6 Jan 2014 Closing Date for Chair Appointment 17 Jan 2014 Closing Date for Local Authorities 3 Feb 2014 Interviews for Chair Appointment 14 Feb 2014 Closing Date for Independent Members tbc Interviews for Independent Board Members March 2014 Induction Programme for Board Members April 2014 First Board Meeting tbc Board Launch at Partnership Conference 5

7 About the Black Country BeActive Partnership The Partnership is the Government and Sport England recognised County Sports Partnership (CSP) responsible for the strategic coordination of sport and physical activity for the Black Country. BCC Ltd is the Partnership s accountable body and employer. Vision: To inspire a Black Country generation to be active. Mission: To be the high performing strategic lead for sport and physical activity. Objectives: 1. To address the shortfall between the Black Country and national average in sport and physical activity participation. 2. To provide the platform for collaboration and accountability for the planning and delivery of sport and physical activity 3. To steer the BCC Ltd long term CSP Team business planning and subsequent sustainability. Key Partnership Principles: 1. It is collaboration between stakeholders and partners working in the best of interest of sport and physical activity, not of an individual and/or organisation. 2. The CSP team at BCC Ltd play a significant but not exclusive role in Black Country Sport and Physical Activity Strategy and needs to be accountable for the work it does. 3. It is intelligence, data and insight led, measuring impact and return on investment. 4. Its work is driven by an annually renewable Business Plan and Sport and Physical Activity Framework. Equality Statement The Black Country BeActive Partnership Board is committed to working proactively to ensure access to sport and physical activity across the partnership for anyone, regardless of individual circumstance or background. Equality of opportunity for all sections of the workforce is an integral part of this commitment. The Black Country BeActive Partnership Board will not tolerate less favourable treatment on grounds of: sex, race, colour, nationality, ethnic or national origin, disability, marital status, sexual orientation, gender reassignment, responsibility for dependants, age, trade union or political activities, religion or belief, spent offences or any other reason. The Black Country BeActive Partnership Board seeks to provide a positive role model for members of the CSP and other organisations who wish to work 6

8 with the CSP and its partners. We aim to address barriers to participation and promote positive actions to ensure under-represented communities have the opportunity to participate in their chosen activities. In order to achieve this we will support the CSP Equality Action Plan. We recognise the diversity of our community and accept that we have to be more pro-active and put additional resources into engaging with individuals and groups who have not traditionally accessed our services. The Black Country BeActive Partnership achieved the Foundation Level of the Equality Standard for Sport in April

9 Black Country Consortium Limited Terms of Reference Black Country BeActive Partnership Board (BCBAP) 1. Remit 1.1 The role of the Black Country BeActive Partnership is to develop, implement and monitor the following: Black Country Plan for Sport & Physical Activity and a Black Country Consortium Ltd s BeActive Business Plan and accompanying annual operational plan These Plans will: i. Connect national strategy and policy which has an impact on local planning and delivery focusing on clubs, volunteers, coaches, facilities, strategic networking and investment. ii. iii. Manage national legacy programmes for sport ensuring that there is a benefit for the Black Country including Sportivate, Satellite Clubs. Encourage collaboration between Black Country stakeholders and partners who have a vested interest in sport and physical activity towards a shared approach to sport and physical activity. 2. Scope 2.1 The BCBAP will cover the whole spectrum of sport, physical activity and school sport matters to ensure the delivery of the agreed outcomes across the Black Country covering Dudley, Sandwell, Walsall and Wolverhampton. 3. Terms of Reference 3.1 The BCBAP will:- BCC Ltd BeActive Team Business o Develop, monitor and review the business plan for the Black Country BeActive Partnership and the team s role in implementing o Advise the Consortium s Guarantee Members and as appropriate the Consortium s Audit Committee on team progress, advocate good practice and raise any specific risks to the company. o In doing so, advise on progress of the team in delivering the company s annual business plan. o Monitor and mitigate risks associated with the delivery of BCC Ltd work. 8

10 o Steer the development, monitor and review a Plan for sport and physical activity and its impact and identify any resourcing issues. o Receive reports from Sport England and other partners who have contracted the CSPs on their performance including areas of improvement. o Scope and assess the value of business growth for the team recommending actions to the Consortium s Guarantee Members. o Advocate the work of the Partnership. o Receive reports from sub-groups and task and finish groups including issues and good practice in meeting performance targets. Black Country BeActive Partnership (Strategic Platform for Sport and Physical Activity): To provide a platform for the joint planning for sport and physical activity in the Black Country To agree a shared direction for sport and physical activity through the development and implementation of a Plan for Sport and Physical Activity To share intelligence and insight, good practice and issues on sport and physical activity to inform planning and delivery To advise the BeActive Partnership Board on progress and issues impacting on shared delivery. To invite key agencies to inform, advise and discuss practice. Reporting to the Black Country BeActive Partnership Board will be 3 implementation groups who have specific responsibilities for: Increasing adult participation in sport and physical activity Improving Health and Well Being through sport and physical activity Increasing young people s participation in school and community sport and supporting Physical Education. Increasing and supporting the development of talent in sport and physical activity. Each of these Groups will work with BCC Ltd to develop its own Terms of Reference and implementation plan. These Terms of Reference and Implementation Plans will be approved and monitored by the Partnership Board. 4. Protocols 1. The Board will meet at least every quarter, or as and when necessary. 2. Members and Representatives will be expected to attend all meetings. There shall not be any substitutes. 3. The Board will be structured so that there is specific time spent to consider the BCC Ltd BeActive Team Business Plan and the wider development of Sport and Physical Activity in the Black Country. It is expected that the Board will meet for 1.5 hours to discuss and agree BCC Ltd BeActive Team business and then 2 hours strategic development. 9

11 4. The Implementation Groups will also meet on a quarterly basis so that progress reports can be submitted to the Board on at least a week prior to the Board meeting. 5. Membership is based on specific skill sets 6. Membership should reflect the demographics of the Black Country. 7. Members should preferably work or live in the Black Country 5. Board Member Key Knowledge and Skills 1. Membership is based on specific skill sets which have been identified by the existing Board and during consultation: Voluntary and Community Public Health Investment, Sponsorship and Financial planning Marketing and Communications Commercial and Private Sector Business Planning and Strategy Community Sport Performance Sport School/Academies and Further Education Equity and Social Inclusion Governance and Accountability 6. Membership Organisation BeActive Partnership Team Business Independent Chair Vice Chair Independent Member Independent Member Independent Member Independent Member Independent Member Local Authority Senior Officer/Cabinet Member Public Sector Engagement e.g. Leisure/Public Health University of Wolverhampton BCC Ltd Secretariat Black Country BeActive Partnership (Strategic Platform) In addition to above: Further Education College Senior Officer/Governor National Governing Body of Sport Senior Officer/Board Member School/Academy - Senior Officer/Governor Commercial Provider Senior Officer/Board Member Nominee Recruitment Appointed Recruitment Recruitment Recruitment Recruitment Recruitment Nominated and approved by Association of Black Country Local Authorities Nominated Accepted Nominated and approved by Association of Colleges Recruited and approved by Sport England Recruitment Recruited 10

12 Non-Voting (ex officio) Partnership Political Sporting Champions (nonvoting) Sport England (non Voting) Appointed Nominated The BCBAP will be established as a sub-committee of the Black Country Consortium Limited Guarantee Members and meetings will be conducted according to its Terms of Reference. 6. Code of Conduct Members are required to declare any personal or financial interests at the commencement of meetings. Members will sign up to the Nolan Principles of Public Life (as outlined below), BCC Ltd Code of Conduct and the Board s Terms of Reference. Selflessness Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their families or their friends. Integrity Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties. Objectivity In carrying out public business, including making public appointments, awarding contracts or recommending individuals for awards and benefits, holders of public office should make choices on merit. Accountability Holders of public office are accountable to the public for their decisions and actions and must submit themselves to whatever scrutiny is appropriate to their office. Openness Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands. Honesty Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest. Leadership Holders of public office should promote and support these principles by leadership and example. 11

13 Black Country BeActive Partnership Chair Title Black Country BeActive Partnership Chair. Eligibility The Chair should either live or work within Dudley, Sandwell, and Walsall and Wolverhampton Local Authority boundaries (defined as the Black Country ). Remuneration These are non-salaried positions. Travel and other expenses will be reimbursed. Location Partnership meetings and events will be held throughout Black Country. There will be a need to attend up to 2 regional meetings and 2 national meetings. Term The terms of office is upto 8 years, with a review every 3 years. Time commitment As a minimum, attendance and preparation for: An induction training event and Board Member recruitment. Four meetings of the Board annually. Two Partnership events annually. One Sport England CSP Performance Review meeting Three other partner meetings or events such as BCC Limited Board of Directors and conferences, launches, etc. One meeting with the Partnership Director, Sports team and Vice Chair of the Partnership. Other appropriate contributions will be considered and agreed following appointment. Purpose of role The main duties of the Chair (supported by the Vice Chair) should include: Establishing and providing strategic leadership to a high performing Board. Defining the overall direction of the work of Black Country BeActive Partnership (the Black Country County Sports Partnership), setting targets and agreeing a business plan with partners. Being the public face of the Partnership, representing it and the Board to partners / at appropriate events. Ensuring that Board decisions are acted upon, that the Partnership is fit for purpose and that it achieves continuous improvement. 12

14 Supporting and appraising the work of the Partnership Director (with the Company Chair and Chief Executive). Main responsibilities: The main responsibilities of the Chair include: Being the leading advocate for the Black Country BeActive Partnership: Encourage member agencies to support, and invest in, the Partnership. Negotiate and influence agreed outcomes, make statements to member agencies, confirm decisions and help communicate policy. Leading the Black Country BeActive Partnership Board: Providing strategic leadership to a high performing Board, chairing its regular meetings and bringing together a diverse range of interests and partners to work together on a common agenda. Set meeting agendas which take full account of the issues and the concerns of all Board members, are forward looking, and concentrate on strategy and developing the Partnership, rather than focusing on management issues. Ensuring that Board members receive accurate, timely and clear information: to enable the Board to make sound decisions, monitor effectively and provide advice to promote the success of the Black Country. Advocating the Work of Sport and Physical Activity and the Board: focusing on the Economic Development and Health and Well Being outlining the benefits and impact of sport and physical activity and the effectiveness of the Board and Partnership. Managing Board meetings: to ensure that sufficient time is allowed for discussion of issues, and where appropriate, arranging informal meetings beforehand to enable thorough preparation for Board discussion. It is particularly important that Board members have sufficient time to consider critical issues and are not faced with unrealistic deadlines for decision making. Liaising with and supporting the Partnership Director and other management staff. Note that formal day-to-day line management of the Director is conducted by the Consortium s Chief Executive. Member Development: taking the lead in inducting and developing individual Board members, with a view to enhancing the Board s overall effectiveness as a team. Member Engagement and Mobilisation: Encouraging active engagement by all members of the Board. Setting tasks for members to assist in the achievement of the Board s goals. Performance Assessment: Providing an assessment of performance of individual Board members on request, when they are being considered for reappointment or for appointment to the Board of another public body. Planning and monitoring: Present the business plan and annual reports to partners. 13

15 Code of conduct, duties and personal liability: Abide by the code of conduct for all Black Country BeActive Partnership Board Members. Person Specification Chair Experience A proven track record of leading and managing a multi-agency partnership or business. A proven track record in a high profile management role in the commercial, public or voluntary sectors. An involvement in the development of sport and physical activity. to benefit the Partnership. involvement with boards and committees and the governance role of non-executive directors. strategic and business planning and review mechanisms. public relations and working with the media. A proven track record in a similar position. roven track record of working at a high level in one or more of the following: o Sport and Culture o Voluntary and sector o Governance and Board Development o Health o Performance sport o Equity and Social inclusion o Marketing / Communications o HR and Workforce development o Business development o Finance, Sponsorship and Fundraising o Education 14

16 Board Member Contribution Performance and Result Focus Focuses energy and commitment on achieving results that are critical to the success of the Black Country BeActive Partnership. Innovation and Continuous Improvement Demonstrates an open mind to challenge traditional approaches. Approach taken is always improvement orientated. Leadership Creates and communicates a shared vision which inspires enthusiasm and commitment to achieve the Partnership s goals. Commercial Awareness Understands the environment in which the Partnership operate. Considers the financial and wider commercial implications of their decisions and actions. Strategic Thinking Regularly reviews the strategic course aimed at enabling the Partnership s outcomes to be achieved. Advocacy Promotes the Partnership s plan to stakeholders and others in a professional and credible way, bring them on board. 15

17 Board Member Involvement The Opportunity Board Members have the opportunity to contribute their expertise and ideas to: steer the implementation of the BCC Ltd BeActive Team s Business Plan develop and implement a long term Black Country Plan for Sport and Physical Activity. Responsibility The Board is formally constituted as a Sub-Group of Black Country Consortium Ltd. Guarantee Members. Accountability Structure The Board has responsibility for the governance direction of the Partnership. Day to day activities are delegated to the Company Chief Executive, Partnership Director and the Consortium s BeActive Business Planning Team. Time Commitment The Board meets quarterly; additional meetings may be called from time to time to address specific management issues if they arise. Remuneration This role is not remunerated. Travel and other expenses will be reimbursed. However, Black Country Consortium Ltd will provide Board members with the following: opportunity for networking with key influencers and decision makers 16

18 The Board Member Role Key Responsibilities of Board Members To ensure the Black Country Consortium Ltd pursues its objectives as set out in its BeActive Partnership team Business Plan which: Is in agreement with Sport England and other contract providers Complies with the law and other relevant regulations Impacts on local planning and delivery. To be an active participant in Board meetings and to fulfil their obligations in terms of agreed actions in a timely and professional manner. To exercise oversight in good financial and general management of the Partnership and to promote positive relationships between Board Members, BCC Ltd and all stakeholders. Board Members will agree to comply with the interim rules relating to the conduct of members and officers as set out below: Absence from Meetings 1. If a Member is incapacitated by illness or has been absent from meetings of the Board for more than twelve months without the permission of the Director or the Chairman the Board may resolve that the member has vacated the office. Pecuniary Interests Conduct of Board business 2. As specified above all business of the Partnership will be conducted in accordance with the Nolan principles of public life: Where a Member has a direct or indirect financial interest in any matter under consideration at a meeting of the Partnership, he/she shall disclose his/her interest and not take part in the consideration or discussion or vote on any question in respect of that matter. Indirect financial interest includes, for example, the financial interests, if known, of a personal partner, child, parent or sibling, or employment by, or ownership of a share or shares of stock in an organisation with whom the BCC Ltd proposes to enter into contract. An interest which is remote or insignificant so that it cannot reasonably be regarded as likely to influence the actions of the Member may be disregarded if the Board so resolves. 17

19 A Member who has disclosed a disqualifying interest shall retire from the meeting while the relevant matter is being discussed unless the Board resolves otherwise. Any reference in any minute or other record relating to a transaction between the BCC Ltd and any Member of the Board shall explicitly state that the party concerned is a Member of the Board. A general notice given in writing to the BeActive Partnership Director by a Member that he/she or his/her partner has an interest in a particular organisation as is set out above shall be deemed to be of sufficient disclosure of the interest in any contract. The Consortium Chief Executive shall keep a register of Board Members interests which shall be open for public inspection. This shall be updated and maintained on an annual basis. Public Confidence in the Partnership Any Members who have or have had an interest in a company liquidation, receivership or administration of a company or who have been convicted of any offence which is not spent under the Rehabitation of Offenders Act or who have been involved in any activity which might undermine public confidence in the Partnership and BCC Ltd shall immediately inform the Consortium Chief Executive or Partnership Director. 18

20 Board Member Knowledge and Skills The following criteria have been agreed for appointing Non-Executive Board Members to the Partnership Board. Members and Representatives shall be at least Senior Executive/Senior Officer/Board Member or Governor/Trustee of organisation. Members should be: Dynamic with good communication skills Passionate about improving the Black Country Passionate about Community Sport Shared as well as specific skills needed to drive its business. These have been identified as Business Planning and Finance, Marketing and Communications, Investment and Funding and Strategic Networking. Board Members should be able to demonstrate: High level and broad management skills, both at a strategic and operational level An understanding of specific sectors of sport and physical activity in the Black Country An understanding of how to translate local, regional, national government and EU policy into workable, strategically focussed and Black Country beneficial actions plans for delivery/improvement Knowledge and Skills in at least one of the following skill sets: Voluntary and Community Investment, Sponsorship and Financial planning Public Health Commercial and Private Sector Community Sport Performance Sport Marketing and Communications Business Planning and Strategy School/Academies and Further Education Equity and Social Inclusion Governance and Accountability Political Awareness A knowledge of designing and implementing approaches to working and is able to constantly assess and challenge their effectiveness and efficiency The ability to create an environment in which new opportunities are created and acted upon Business acumen particularly in commercial business planning Knowledge of best practices and industry wide benchmarking activities to achieve efficiency and a high level of performance The ability to proactively engage in influencing the shaping of policy and direction 19

21 An understanding of how to use the media to promote/market the work of the Partnership and the Black Country The ability to be a change management leader for the Black Country. For further information please contact: Simon_Hall@blackcountryconsortium.co.uk BeActive Partnership Director Black Country Consortium Limited The Deckhouse Waterfront West Brierley Hill Dudley DY5 1LW Tel: Please send your CVs including Supporting Statement and 2 Referees to sports@blackcountryconsortium.co.uk by the dates listed on Page 5. 20

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