Organisation Chart 18 by 2uN3YA3


									Sport, Exercise and Health
      Annual Report
        2008 - 2009

             Bob Reeves
Director of Sport, Exercise and Health

Table of contents

1. Executive Summary                                    3

2. Functions and Activities                             4

3. Organisation and Resources                           7

4. Issues, risks and future and resources               7

5. Self-assessment and key performance indicators       10

6. Appendices

      6.1 Bristol Reds 2008/09                          16

      6.2 Sport, Exercise & Health Key Objectives       17

      6.3 Organisation Chart                            18

      6.4 Service Level Statement                       19

      6.5 Staffing Levels                               26

      6.6 Income and Expenditure account – for 2008/9   28

      6.7 Risk evaluations                              29

    Sport, Exercise and Health - Annual Report
                           Executive Summary
    S E H has continued to deliver a wide range of, activities and programmes,
     under the ‘headings’ of Sport Development, Performance, Health and Fitness
     and Community activity.

    There is a growing involvement in activities associated with a healthy lifestyle,
     and the ‘Healthy University’ concept has become increasingly relevant, with S
     E H taking a lead in this process

    Despite the continued reduction in funding resource, S E H (and coupled with
     this, the Coombe Dingle Sports Trust) has met the forecasts predicted at the
     start of the year. The downside is that neither body has sufficient in reserves
     to meet future development, maintenance and minor works needs.

    The S E H Strategic Plan was presented to UPARC in November 2008.
     Despite being well received, proposals within the plan were not dealt with,
     and we were asked to present the key elements of the plan to all faculty
     boards over the year. This was done, with the exception of Engineering.

    Faculty Boards, without exception, were supportive of the developments
     around the ‘Healthy University’ in particular. University funding structures
     clearly need to be addressed if non-academic activities such as this are to

    S E H contributed significantly to PWE day, delivering over 1/3 of the

    Management of facilities has been financially challenging, making it ever
     more difficult to provide for the needs of the University population, while
     operating on almost a fully ‘commercial’ basis.

    Progress has been made towards the provision of a new boathouse and the
     refurbishment of the swimming pool.

    The Sports Development programme continued to expand, and the
     development activity with Athletic Union clubs will undoubtedly bear more fruit
     in the future.

    Bristol became an integral part of the HEFCE/HERDA funded ‘Relays’
     programme, leading to the staging of the Bristol Festival of School Sport at
     Coombe Dingle. This involved over 2,000 students from all Bristol’s state
     secondary and special schools.
    In BUCS, Bristol came 13th out of 142 Universities, against a top ten target.
     The standards required are improving year on year, as more universities
     invest in this area. Our High Performance programme, involving 30+ coaches
     for our focus sport clubs, as well as support for 50 individual students, has
     continued to contribute significantly to our sporting successes at national and

       international level. Reduced external funding support and core funding will
       make it more difficult in the year ahead.

      Sport, Exercise and Health made a significant contribution to the activities of
       Centenary year. Major sporting events were hosted. These included-

       -International Water Polo match between Great Britain Under 19’s and
       the University team, Bristol losing 18-8 in a splendid game.

       -British Universities Trampolining Championships, marvellously    organised
       by coach Olly Munro, with support from the University club and S E H staff.

       -British Universities 7-a-side Rugby Championships.

       -European Students 7-a-side Rugby Championships. Bristol’s men’s
        team gained the bronze medal, and were the leading British side.

      It being Centenary year, a special logo was created, and used for the winning
       prizes etc associated with the intra-mural sports programme, involving over
       2,000 students through the year.

      This was the second year of the Celebratory Reds Dinner, held over the
       Alumni Sports Weekend. Almost 300 students, Alumni and guests attended
       and celebrated the award of 12 Bristol Reds by the Vice-Chancellor
       (recipients listed in the Appendix 1)

Issues for the next 12 months

   -   Secure sufficient funding to enable the key activities of S E H to continue to
       be delivered effectively.

   -   Work with the fund-raising office to help achieve the targeted support for
       specified projects.

   -   Ensure that the boathouse and swimming pool projects progress to desired

   -   Work to achieve an appropriate management/administrative structure for
       Coombe Dingle.

   -   Develop the ‘Healthy University’ initiative.

                              Functions and Activities

Delivery of sport, exercise and health-related programmes for the University,
and for the wider community as appropriate, requiring cost-effective
management of all facilities. This incorporates-

-A focus on health and well-being. Increasing attention is focussed on the
provision of health-related programmes, addressing the components of a healthy

‘Feel Ten Times Better’- An intervention programme for students and staff, offering a
range of support tools concerning exercise, stress management and behavioural
change. Every person enrolled completed the programme, with excellent results and
most encouraging feedback.

Pedometer Challenge- Participants were required to achieve a daily walking target.
Increase in activity was recorded by all involved.

-Sports Development activities for students and staff. The focus is to attract
more people to participate and develop sporting skills, and also to enhance the
effectiveness of Athletic Union Clubs. In addition, we aim to help as many students
as possible to qualify as coaches and officials, so that they can make a contribution
to their sports both within the University and for the support of sport generally in the
years beyond.

Trial implementation of development planning for Athletic Union clubs.
Introduction of new courses for beginners in several sports.
65 students earned coaching or referee qualifications.

-Delivery of a High Performance Sports programme. This includes the delivery of
a support programme for up to 50 particularly talented students (all of whom are at
least junior International standard), and also the provision of coaches and sports
science support for 22 targeted Athletic Union clubs.

Highlights- Members of the High Performance programme met with considerable
success on the International stage. These included-

       - Claire Hallissey- Winner of the Bristol half marathon; member of the British
       team in the World Championships
       -Dilly Newton and Georgie Twigg **- Hockey Gold medallists in the Youth
       -Emily Cousins- Equestrian Gold medallist in the Youth Olympics
       -Laurence Clarke *- Athletics gold medallist in the European Junior
       -Eboni Beckford Chambers **- England Senior netball team and Captain of
       the England junior team in the World Championships
       -Adam Bellamy **, Andy Bridgman and Dave Butler- members of England
       Students Rugby XV
       -Will Hopton- World top 10 ranking in Rackets
       -Emily Ravn *- Member of the Danish senior national volleyball team

       ** Vice-chancellors Award holder
       * Lloyd Robinson Bursary holder
 Bristol teams competed in the BUCS Premier Leagues, the most yet.
Bristol came 13th in the University sporting league table, with 1668 points overall,
only 94 points from the top ten target.

-Provision of a community sports programme. Students and staff are provided
with the opportunity to become qualified as Community Sports Leaders and sport
coaches. A key target is support of the ‘Festival of School Sport’, part of the HEFCE-
funded RELAYS project, and also supported by the John Rutley fund.

41 students and staff obtained the Community Sports leader Award.

Every Bristol state secondary and special school took part in the Festival of School
Sport. The University provided over 100 volunteers for this event that had more than
2,000 participants in all, the whole event taking place at Coombe Dingle

-Management of the Sports Medicine Clinic.

Highlights- Providing the sports medicine support for the Bristol Half marathon, which
had 16,000 competitors.

Setting up clinic activity at Coombe Dingle. Business has increased in a difficult year,
with the manager taking maternity leave and several new staff commencing.

Facility Management. The indoor Centre for Sport, Exercise and Health, the
swimming pool, Coombe Dingle Sports Complex and the boathouse at Saltford.

Highlights- It is a highlight simply to maintain the huge amount of use of the facilities,
while giving our students, in particular, a fair share, and balancing the books
It is gratifying that swimming pool refurbishment is a feature of the Queens Road
Development scheme. Likewise, the proposed new boathouse, for which a significant
amount of funding has already been obtained, has past the first stage in the sifting

Shortfalls- University support has reduced, in real terms, by over 100% in five years.
The capacity to establish reserves, with which to attend to maintenance, minor works
and developments, has been completely eroded.
The complexity of the financial arrangements associated with the Coombe Dingle
Sports Trust, has been a handicap to possible developments on the site, not least the
provision of a health/fitness facility, which it is strongly believed, would be a huge
success in terms of both popularity and business.

                          Organisation and Resources

The major change in 2008/9 was the permanent appointment of a ‘Healthy Lifestyles
Manager’. The post has been filled by Karen Harvey, who still retains an overseeing
role regarding the community programme. The increased opportunity to focus on
health-related activities has led to an increase in ‘non-sporty’ programmes. There
have been developments towards an acceptance of the ‘Healthy University’ concept.
This is indeed referenced as a commitment in PWE, but this obviously excludes the
student community. Karen is now taking maternity leave, and the challenge will be to
gain further acceptance of the ‘Healthy University’ and to develop further the
activities and programmes under this banner.

Matt Paine took on the fixed term position of Sports Development Officer
Performance) following the catastrophic injury suffered by Tamara Johnson. He and
Gordon Trevett modified the High Performance programme with obviously beneficial

Robbie Fox was appointed to the position of ‘RELAYS’ event manager, funded by
HEFCE. The Festival of School Sport, for which he was responsible, was the
highlight of the community programme.

Claire Callaghan took maternity leave during the year, with her post of Sports
Medicine Manager being filled temporarily by Abbie Turner, who had not long before
arrived as a senior sports physiotherapist. Abbie has done really well to assume the
role so successfully, ensuring that the clinic has continued to increase its business.

Bob Reeves reached retirement age towards the end of the academic year. It was
agreed that he should continue as Director of S E H until the end of the Autumn term,
thereafter to be re-employed to lead on special designated projects. Simon Hinks will
become acting Director until the end of the academic year 2009/10.

                           Issues, Risks and Objectives

The main issues associated with Sport, Exercise and Health in the immediate future
are those directly associated with resources. This section of the report therefore
addresses the two together.

Financial resource

It has been clear for some years that the financial pressures on S E H were forcing
difficult decisions to be made. Questions were asked in the Strategic Plan, with
clarification sought regarding where the emphasis should be placed, in accordance
with priorities. Is it important, for example, that the University does well in BUCS
competitive sport? Is it acceptable for our students and staff to be charged
commercial rates for use of facilities? Unfortunately, the questions have not been

University resource for Sport, Exercise and Health has diminished alarmingly.
Generated income from our students, staff and external users has to go directly to
meeting all maintenance costs, funding the loan on the building of the indoor centre
and contributing significantly to the Coombe Dingle Sports Trust (CDST) in order that
students and staff can use the facilities. These items alone cost more than the overall
contribution made by the University to support Sport, Exercise and Health, that is
before any staff, utilities and other costs, for which we are also responsible for, are

Faced with no other choice, we made the decision to increase charges significantly
for 2009/10. This is a risky strategy. It remains to be seen if there will be a significant
reduction in student uptake on purchase of the ‘sports/activity’ pass (previously 70%
approximately). From 2010 onwards, it is likely that students will be in a position to
renew the pass annually. Almost certainly, there will be a reduction in student take-up
from their first to second to third year and beyond. Staff membership is also likely to
decrease.This will lead to significant reduction in income.

The 2008/9 income/expenditure statements for S E H is in Appendix 6


With help from Patrick Finch and the Estates Office, a planned maintenance
programme is being established, such that we might anticipate the possible costs on
an annual basis over a rolling ten-year period. This is being carried out on all sites.

The indoor centre is likely to need considerable refurbishment and redecoration
within the next 12 months. There are potentially major problems with the floor,
heating and ventilation at PULSE gym level.

The pool remains non-compliant in terms of disability access etc. Refurbishment is
scheduled for phase one of the Queens Road development.

The water-based pitch at Coombe Dingle is long overdue for resurfacing. The CDST
board did not give permission for this to be carried out in the summer of 2009, and it
remains to be seen how the facility will cope during the coming year. The complexity
of the University/CDST relationship does not assist in resolving these matters, as is
evidenced by the fact that the Coombe Dingle reserves total over £250k, yet the
resurfacing of the pitch, costing perhaps less than 60% of this, did not receive the go-
ahead. Other plans for the development of Coombe Dingle, including the possibility
of a gym, more covered tennis courts and increased collaboration with the City
Council over use of the adjacent Stoke Lodge facility are on-going.

Progress towards the building of a new boathouse at Saltford has been slower than
hoped, but signs are promising that the necessary funding can be found and it is
encouraging that the stage zero plans have been approved by the sifting committee.

         Sport, Exercise and Health Self-Evaluation
Contributor to the University’s own strategic goals, incorporating the overall
vision and specific projects
      A major provider of activities and resources that deliver a broad and positive
       student experience.
      A leading contributor to students’ health and well-being.
      Significant contributor to diverse range of University activities- Positive
       Working Environment, Leadership and Management, Wellness Days,
       Equality agenda, Staff Development etc.
      Provider of many of the events and activities that will be part of the University
      Active involvement in the University Centenary fund-raising campaign
      Capacity to generate external income. S E H has excellent relationships with
       former students and members of the Bristol community, leading to substantial
       support, such as that afforded by the £100,000 donation from John Rutley to
       establish a sports fund in his name. Total income generated is the third
       highest in the University sector and highest by far when compared to
       universities of a similar size.

Contribution to the health and well-being of students and staff
      Having been one of the first University departments to incorporate sport,
       exercise and health related components into its range of activities, S E H is
       now a leader in the development nationally of a ‘Healthy University’ strategy.
      Very successful in recruiting students and staff to involve themselves in
       activities and use of the facilities. Over 65% of students and 20% of staff pay
       for the ‘sports and activity’ pass.
      Recognised within the University and the city of Bristol for innovative high
       quality work in health promotion and sports medicine activity- including
       exercise referral schemes, specialist work in cardiac rehabilitation and with
       cancer patients, and also in support of major events such as the Bristol half-
Encouraging the University community to participate in sporting activity and
offering high-level support for those with talent
      Extensive sports development programme, offering opportunities for students
       and staff to try new activities, become coaches, sports leaders and referees
       and to participate in intra-mural competitions, organised in partnership with
       the Student Union.
      Excellent coaching structure. Athletic Union clubs are looked after by 32 well-
       qualified coaches, all contracted on a part-time basis. The cost of the high-
       performance and coaching activity is over £100,000 per annum, a necessary
       price to pay for success.
      Strong performance levels in University sporting competition. In 2008/9,
       Bristol came 13th out of over 142 Universities in the official BUCS rankings.
      Highly successful Sports Performance programme, providing top-quality
       sports science and coaching support to 50 individual students (all of junior
       international class and above) and 22 clubs.
      Very good relationship with the Athletic Union and the student body as a
       whole (but note the area of concern)

Significant involvement in the University’s increased engagement with the City
of Bristol and to widening participation.
      Community and schools programme, based on the growing commitment
       among students (and staff) to become trained as volunteers and coaches,
       enabling them to support activities such as the ‘Festival of School Sport’, a
       HERDA/HEFCE funded project associated with the 2012 Olympic Games,
       and initiated by S E H at Bristol.
      Provider of resources and activities for over 30 sports clubs and 14 schools,
       with an active role in supporting city-wide events, such as the Bristol Half-
      Leader in the establishment of the Bristol-Kenya Partnership involving many
       sectors of the community in addition to the University.
      Excellent relationships with external organisations, both local (City Council,
       Education, WESPORT, West of England Steering Committee for the 2012
       Games), regional (HERDA SW), and national (Governing Bodies of Sport,
       BUCS, Sport England)


   Outstanding and highly motivated staff at all levels (IIP awarded 2005, 2007)
   Strong management team, with highly qualified staff addressing:
    -Facility management on three major sites
    -Programme delivery, incorporating sport development, performance sport,
    health/fitness activity, health and well-being, sports medicine provision and
    community activity.

   Members (staff, student and external) are increasingly disaffected by the
    unavailability of facilities. With the increasing demands of high-level
    sportsmen and women, plus successful sports clubs requiring more training
    time, there is conflict with the needs of members (non student club) who want
    to play recreationally. The twin goals of providing excellent opportunities for
    the whole University community whilst also achieving success in the sporting
    performance of teams and individuals are increasingly difficult to achieve
    without either improving the provision of University facilities or hiring others,
    each of which has significant cost implications. Already, we spend over
    £100,000 per annum on facility hire.
   An increasing proportion of ‘earned’ income, from student memberships in
    particular, is needed to meet the core costs of providing the facilities and staff
    to manage/maintain/operate them but does not allow for sustainability or for
    developing services and engagement.
   There is pressure to respond to financial pressures by offering facilities to
    those who will pay commercial rates (such as outside clubs) rather than to
    meet the needs of activities that are less able to generate income (intra-mural
    programmes, coaching courses, community activities etc)
   The fact that our students can, and do, purchase sport and activity passes
    that last for the duration of their studies is regarded as a real bonus.
    However, as membership fees increase, we need to consider each year
    whether we have reached the point at which a one-off payment is too much

    for students to pay up front. It is now close to that time, and we are looking
    into the possibility of on-line payments, coupled with direct debit.
   The Education Strategy aims to provide a world-class student educational
    experience, based on excellent teaching, good accommodation and state of
    the art facilities and student services. The high level of investment needed to
    provide and maintain this quality of experience will need to come from
    additional fee income from students. There is little doubt that were the
    ‘student experience’ to be defined by the students themselves, there would
    be strong support that this should include sufficient investment in non-
    academic resources and that they might have a legitimate expectation that
    top-class sport, exercise and health facilities and programmes would be
    provided for them.
   Though the relationship with the Athletic Union is good, there is no doubt that
    our dual structure for delivering competitive sport in the University is
    inefficient and outmoded. Most leading sporting universities have integrated
    the professional sports related departments and the Athletic Unions, and they
    have all benefited from this streamlining. The Athletic Union is increasingly
    unable to deliver what it once did in support of clubs, particularly those taking
    part in the higher levels of the BUCS championship. This is due to a
    combination of the inefficient structure and the financial constraints on the
    Athletic Union. The Athletic Union office remains inadequately staffed. S E H
    is assuming some of the responsibilities previously assigned to the Athletic
    Union, such as helping to support the costs incurred by students selected for
    representative sides and taking on the responsibility for recruiting and paying
    most of the club coaches. This inevitably places the S E H budget under
    greater pressure.

   Facilities are over-stretched and inadequate for current student/staff numbers
    and demands. In the absence of further facility development, the
    maintenance     and    equipment/building     replacement     programmes        are
    challenged. Current reserves will not meet planned maintenance and facility
    replacement costs, never mind those that are unanticipated.
   S E H has embraced the requirement to generate substantial income beyond
    that provided as core budget by the University. However, there remains no
    specific strategy applied to Sport, Exercise and Health, and the revenue now
    required to balance the books is not possible to achieve without lowering
    standards, cutting programmes or both. Significant increase of student and
    staff fees will not necessarily lead to greater income, as it is felt that such a
    move would lead to a large drop in membership take-up.
   A number of facilities will require major investment in the next few years. The
    capacity to generate substantial reserves in order to meet such costs has
    been almost entirely eroded by the need to pay off loans and to meet all other
    costs (which are increasing), whilst set against inadequate University funding
    (decreasing) Facilities requiring capital or recurrent investment include:
    -boathouse at Saltford- over £560,000
    -water-based synthetic pitch at Coombe Dingle Sports Complex- £200,000
    -indoor centre- required per annum to set against whole-life costs,- £67,000
     per annum; possible major expenditure on the first floor and with ventilation.
    -routine maintenance of facilities- over £70,000 per annum (the University
    has already agreed to embark on a redevelopment programme for the
    swimming pool).
   Much important activity is dependent on external funding and is therefore
    potentially unsustainable. There is evidence that potential benefactors are
    reluctant to put money into capital and staffing projects as they feel that it is
    the University’s function to provide suitable facilities and staff resources.
   In order to attempt to satisfy demand, many facilities have to be hired. This
    includes the Downs football pitches (the University now only owns three
    pitches, and there is an intra-mural league of 48 teams) Indoor sporting
    facilities are hired at Cotham School, and the University has access to the
    grass pitches hired from the City Council at Stoke Lodge. Any of these
    facilities could be taken away from us at any time.
   S E H has no guaranteed access to any squash courts, facilities being hired
    at Bristol Grammar School, Redland Squash Club and Kingsdown Leisure
    Centre. We are vulnerable to any decisions to withdraw these facilities or to
    increase the hire charges. The reason we do not have courts is that they
    were cost-engineered out of the Indoor centre, when funds were not sufficient
    to go ahead with the originally planned building. The only squash courts
    owned by the University are at halls of residence. These may be vulnerable
    to developments resulting from the new residences programme.

   On behalf of the University, S E H has taken on, as have many other
    universities, an increasing role, in addressing the health and well-being of
    students and staff, sports development in various forms, community
    engagement and high performance sport. In order to handle each of these, in
    facilities that cannot match demand, it is essential that the overall sport,
    exercise and health structure is cost-effective, expertly managed and well-
   If the University fully supports the principles associated with ‘Healthy
    Universities’, a ‘world-class student experience’ and staff health and well-
    being (the sixth commitment of the ‘Positive Working Environment’ agenda), it
    must be recognised that S E H is a major contributor to be resourced
    accordingly. These components of the work of S E H, in addition to traditional
    sporting ones, are what make Bristol so special, and regarded so positively
    within the University sector. Adoption of the policy outlined and proposed in
    Appendix Four would reinforce all the above.
   Sport, Exercise and Health has the capacity to deliver on many fronts, given
    sustainable funding. Facilities could be developed and programmes
    enhanced. In order for this to happen, it will take more than a commitment
    from those working in the department. It will require the University to make a
    commitment to Sport, Exercise and Health, necessitating improved funding.
   The Centenary campaign has earmarked several sport-related projects as
    priorities. Success in this campaign will assist greatly in resolving some of the
    key issues, but it should be pointed out that there is little here that will resolve
    the underlying problem of sustainable recurrent funding.


Appendix 1

                             Bristol Reds 2008/9

Matt Billing- Fencing

David Butler- Rugby

Lawrence Clarke- Athletics *

Dan Goldie- Barefoot Water-skiing

Annie Hillier- Lacrosse

Will Hopton- Rackets

Andrew Kennaugh- Tennis **

Elliott Murphy- Water Polo

John Palmer- Windsurfing

Lauren Smith- Lacrosse

Joel Thomas- Water Polo

Naomi Taylor- Fencing

Georgina Twigg- Hockey **

Edward Walton- Boat Club

** Vice-Chancellors Award holder
* Lloyd Robinson Bursary holder

All of the Reds recipients were members of the High performance Programme

Appendix 2

                       Sport, Exercise and Health –
          Key Objectives (taken from Strategic Plan, October 2008)

  1. Make a significant contribution to the creation and development of the culture
     of a ‘Healthy University’, by providing sport, exercise and health programmes
     of the highest quality that are accessible to all students, staff, and where
     possible, the wider community

  2. Provide a comprehensive sports development programme, to actively
     encourage participation of students and staff under a policy of ‘Sport for All’.

  3. Provide a sports performance programme that enables talented students to
     fulfil their potential both academically and in sport.

  4. Play a significant role in the University’s widening participation, community
     engagement and other strategic initiatives.

  5. Establish Sport, Exercise and Health securely within the University strategy
     such that resources allocated are commensurate with the delivery of agreed
     objectives and targets.

  6. Develop facilities appropriate to the delivery of the University’s Vision and
     Strategy and the S E H plan.

  7. Provide effective and efficient service governance.

Appendix 3

                                                                                                           Director of Sport,
                                                                                                          Exercise and Health

                                                                                                                                                                          Deputy Director of Sport

         Swimming Pool                                          Director                            Administration            Ex & Sports
                                                                                Health &                                       Medicine       Senior Centre
            Manager           Sports            Healthy            of                                 Manager                                                        Sports             Senior          Director of    Grounds
                                                                                 Fitness                                       Workshop         Assistant
                            Development         Lifestyle     Rowing/High                                                                                          Administrator      Receptionist       Tennis        Manager
                                                                                Manager                                        Manager
                             Manager            Manager       Performance                                                                                                                ISC

                                                                                               Admin            Office        Secretary Clinicians
          Supervisor                                                           Health &       Secretary       Administrator
                                          Community                            Fitness                                                                                                                                Assistant
                                                      Relays School                                               SD                                  Centre       Receptionists     Lead Receptionists ISC
                                             Sport                             Supervisor                                                                                                                             Grounds
                   Sports                 Development    Events                                                                                       Sports           CD                                             Manager
                   Development              Officer    co-ordinator                                                                                  Assistants
                   Officer                                                                                                     Instructors
                   (Performance)                                            Health &
                                                                        Fitness Advisors                                                                          Sport Assistants
  Lifeguards                                                                                                                                                                                                            Ground
  Swim Pool Receptionists                                                                                                                                                            Receptionist ISC                   Staff CD


                                Line Management Relationships                             CD = Coombe Dingle Sports Complex                   CSEH = Centre for Sport, Exercise & Health

                                Reporting Relationships                                   ISC = Indoor Sports Centre

Appendix 4
                           Sport, Exercise & Health
                          Service Level Agreements
Sport, Exercise & Health (S E H) provides a range of services to the University (and
beyond) through three main cost centres that are quite distinct from each other. In
order to provide clarity of expectation for users of the facilities and service within the
University (and beyond) a set of Service Level Statements has been formulated
detailing what can be expected of each site (facility & services). These service levels
are also the means by which a base recurrent budget for the S E H could be

Over 90% of the expenditure in the Centre comes from salary and utility costs, which
are predictable. This means that a total budget can be calculated once the expected
service level is known and the labour content of the work involved has been
assessed. It follows that any change, up or down, in service level can also be costed.
In drawing up each service level it has been necessary to define clear limits of
responsibility of the S E H. An example of this is cleaning. To provide more frequent,
and possibly essential, cleaning of the changing rooms and playing surfaces would
result in additional resource costs that would have to be covered by reducing some
services elsewhere or by increasing budgets.

An aim of the Centre management team is to assure that value for money is attained,
along with all other general requirements including (where appropriate) statutory

Service levels have been completed for the following -

Indoor Centre, Tyndall Ave
             Healthy Living & Sports Medicine Workshop
             Pulse Fitness Suite
             Operational Management

Coombe Dingle Sports Complex
           University Grounds
           Coombe Dingle Sports Trust facilities including reception areas

Swimming Pool

                Sport, Exercise & Health Mission Statement is

  “Our aim is to promote the understanding and active participation in
  sport and physical exercise, with the ultimate goal of producing good
                    health and personal well-being.'

    S E H involves a variety of associated support functions, which operate on an
                                  independent basis

All S E H services are ultimately the responsibility of the Director of Sport. A common
management framework is applied over each of the facilities and services areas so
all users of services and facilities can reasonably know what to expect. The
management ‘team’ is made up of-

Director- Bob Reeves
Deputy Director- Simon Hinks
Administration manager- Elaine Cowsill
Sports Development Manager- John Wilford
Healthy Lifestyle manager- Karen Harvey
High Performance manager- Gordon Trevett
Sports Medicine Clinic manager- Claire Callaghan
Exercise/fitness suite (PULSE) manager- James Rowmtree
Pool manager/aquatics director- Mark Taylor
Coombe Dingle Operations Manager- Ande Mulligan
Coombe Dingle Grounds Manager- Peter Hudson

The management team is committed to:-

   1. Providing exercise programmes focused on individual need and
      the achievement of personal goals.
   2. Providing high quality supervision and professional
      health/exercise advice.
   3. Providing the best possible sports medicine service,
      incorporating injury assessment, treatment and rehabilitation.
   4. Offering the maximum opportunity for talented athletes to fulfil
      their potential.
   5. Providing an extensive sports development programme for the
      university community.
   6. Developing a community-based sports programme, in the
      interests of the wider public, support the University’s widening
      participation scheme and recognising the desired involvement of
      the Institution in Bristol.
   7. Being innovative and responsive to changing trends, research
      and scientific developments.
   8. Playing a part in the development of regional and nation-wide
      sporting strategy and programmes
   9. Investment in People.

and endeavours to deliver :-

                                  Value for money
                       Efficient use of University resources
                              Safe and clean operation
                             Customer responsiveness
                           Statutory Compliance
              The Service Level from a University perspective:

The University’s Education Strategy clearly states that facilities such as those for
sport should and do form an important element of the total educational experience of

                The Service Level from a national perspective:

The Universities UK Report ‘Participating and Performance: Sport and Higher
Education the UK’, published in 2004, addresses the impact of Higher Education in
helping deliver the sporting and health needs of the nation.

Several government publications of recent years are referenced, with the summary
statement being ‘Within this government strategy, HEI’s are seen as supporting elite
sports with more sports science services and research; engaging with their local
communities through sport, both recreation and improving performance; plus
promoting sport for health in an increasingly sedentary, obese and ageing population.
Sport is now a key element in national, regional and community strategies, health
improvement plans and many other public policy implementation and evaluation
schemes. Sport in higher education reflects this spectrum of activities.’

            The Service Level from the department perspective:

The University, as with all primary, secondary and tertiary education establishments,
has been required not only to provide facilities for sports and recreation, but also to
provide suitably qualified staff to deliver relevant programmes of physical activity and
sport (including physical education).

S E H, on behalf of the University, provides:-

1) for students and staff
     A wide range of health and fitness programmes
     A performance programme which enables our most talented students to
         receive all that they might need in order to fulfil their sporting potential
     An intra-mural programme that involves over 3,000 students in healthy
         meaningful activity
     Coaching for over 20 University sports clubs
     Comprehensive sports medicine services
     Wellness programmes (for staff)
     High quality facilities which are managed so as to optimise opportunities for
         sport & recreation for the wider community
     Activities supporting a range of collaborative initiatives in the city
     A wide range of activity programmes, from the ‘over 60’s’ to cardiac
         rehabilitation, to general exercise programmes, all of which are fully open to
         the public.
     Access to a range of high quality sports facilities at which community clubs
         can deliver sports development programmes and where schools can fulfil
         curricular and extra-curricular sporting needs.

                            Meeting the commitments

1 & 2. The aim of the staff in the ‘Pulse’ (the Health and Fitness facility within
the Indoor Centre) is to cater for individual needs by providing specific
guidance regarding exercise and nutrition, and by offering a wide range of
exercise classes ranging from dance to high intensity aerobics. It is a key
objective for the staff to be conversant with the latest research and
understanding of exercise and training, and for this to be applied safely and

Delivered by the Health & Fitness Manager, Deputy Manager and Gym Assistants.
The Pulse is open seven days a week and, on average, 15 hours per day and has 5-
6,000 visits per week in term time). Over 3,000 gym inductions are carried out each
October so as to enable all new student members to safely use the equipment on
offer. A range of exercise classes is delivered by part-time and full-time instructors,
all of whom are well qualified. A variety of exercise classes is also provided for the
wider community.

 3. The Sports Medicine Clinic is the base for a programme of activities that
focuses on the full spectrum of sports medicine- injury prevention, diagnosis,
treatment of injury and rehabilitation. The objective is to provide cost-effective
services of the highest possible quality, which are also available to the general
public. This includes physiotherapy, osteopathy, sports massage, podiatry and
pilates. Also managed by Workshop staff is a Community Programme, with
classes for special groups, such as the Over 60’s, Healthy Hearts (cardiac
rehab) and ‘Start to Exercise’ for those unused to exercise.

Delivered by the Clinic Manager and a team of full and part-time clinicians. The
Clinic is open five days a week and, on average, for nine hours a day at peak times
(term time). It is now operating on two sites, the Indoor Centre and Coombe Dingle.
The Clinic team is the largest of its type in Bristol and works closely with local general
practitioners, medical insurance companies and local hospital clinicians. The main
aim is to provide cost-effective services of the highest possible quality.

4. The High Performance Programme, led by the Performance Manager, offers
the highest level of support to talented athletes, of whom between 30 and 40
each year are members of the group. This includes government funded
scholars on the TASS (Talented Athlete Sports Scheme) programme, recipients
of the Vice-Chancellors Award and other sports scholars. Our aim is to
maximise the opportunities for talented individuals and to regain our position
in the top ten sports universities in the United Kingdom, according to BUCS

Members of the Programme have a programme of activity covering all aspects of
sports performance, including time and life-style management, strength/conditioning,
nutrition and sports psychology. They have the opportunity to receive one-to-one
guidance form high quality sports scientists.

S E H meets the cost of 32 well-qualified coaches who work with targeted Athletic
Union Clubs.

5. It is recognised that sporting and other physical activity covers many forms.
It is our function to endeavour to attract the ‘unsporty’ and those who have
little talent, for no other reason than it being ‘healthy’.
Having ensured that facilities are maintained and managed effectively, a prime
objective is to ensure that they are utilised for sporting activity in the best
possible fashion, for the benefit of both the University community and the
general population.

Full-time and part-time staff are employed to provide a broad programme of activities,
catering for sportsmen and women of all levels and for those interested in non-
competitive health-related exercise.

                     Specific elements of this programme are-

   -   Sports development activities, encouraging intra-mural competitions,
       coaching/officiating courses etc.
   -   Beginner/improvers courses in swimming and various sports
   -   Provision of professional coaches (part-time) for selected Athletic Union clubs
   -   Support for high-level performers, sports scholars etc.

S E H works closely with relevant National Sports Governing Bodies, Sport England,
clubs and schools in providing sporting opportunities for our students and the wider
community. By way of example, the Coombe Dingle Sports Complex, developed and
managed as a sporting partnership, has been an outstanding success in terms of
programming, utilisation and financial management. This was a University led project
that has proved beneficial to a wide range of end user groups within the partnership
and beyond.
The Sports Development Officer and the High Performance Manager, working as
part of the Sports Development & Events Group, are tasked with collaborating with
the AU and other agencies in the development of sporting activities for students, staff
and the general public of all abilities.

                               Examples of activities

Intramural Sport
The league programme involves approximately 1,500 students playing a friendly and
competitive level of sport every week, in seven different sports. In addition to the
leagues, at least twelve different one-day tournaments are also staged annually, with
the pinnacle of the intramural year being the ‘Summer Sendoff’ held after exams. The
week long event involves more than ten different sporting competitions across all
three sites and aims to have over 1,000 students and staff participating.

Beginners/Improvers Courses
Coaching courses and recreational sessions for beginners and lapsed exercisers are
run in a variety of different indoor and outdoor sports. Courses are available at
minimum cost to all staff, postgraduates and undergraduates as well as members of
the public.

 6: S E H was featured as a case study in the recent ‘Participating and
performing: sport and higher education in the UK’, referenced our community
programme which is widely recognised as one of the most innovative and wide
reaching in the country. The appointment of a Sports Development Officer has
led directly to the establishment of an excellent Student Volunteer programme
supporting community sport and recreation.

By working closely with Bristol City Council, the University’s Widening Participation
Office, local schools, volunteer groups, local coaches and the student body.

In 2008/9, the S E H's community programme successfully trained 41 students and
staff in sports leadership using Sports Leaders UK Community Sports Leader Award
(CSLA). These students then volunteered well over 400 hours across many different
schools and sporting projects, in addition to supporting the ‘Festival of School Sport’
involving over 2,000 children. several on-site sporting events for local children.

Example of activities

                              Festival of School Sport
The two-day event takes place at Coombe Dingle and is jointly managed by
WESPORT, Bristol City Council and University of Bristol, with funding from HEFCE.
This is a ‘legacy’ event associated with the 2012 Olympics. Every state secondary
school and all the city’s special schools are involved. Over 100 volunteers from the
University supported the event.

7: The University has expressed the ambition to be seen to be a leading
University in the World. This requires creativity, innovation and the willingness
to take calculated risks. It is also the goal of the S E H to lead in developments
of sport, exercise and health in higher education

The University of Bristol was the first British University to establish a clearly defined
programme focussed on exercise for health as well as ‘traditional’ sport and
recreation. This led not only to the development of innovative exercise activities, but
also to the first graduate degree programme in the United Kingdom in Exercise and
Health Science. The combination of ‘theory’ and ‘practice’, coupled with ambitious
programming and facility development, has ensured that the University has been
seen to be a leader in the field. It is the intention to continue to set and develop new
standards and to contribute to the recognition of Bristol as a ‘health-enhancing’
environment. Sport England have recognised the Centre as being an excellent
contemporary model in the way it provides the full spectrum, from exercise for health
to the delivery of high performance sport, underpinned by a relevant academic
programme under the same roof.

8: For the University to be a world and national leader, many of its staff must
be eminent in their field. It is important that the management team in S E H are
recognised as having a significant contribution to make in the world of sport,
exercise and health.

The Director and Deputy Director sit on a variety of external sporting groups and
organisations. All members of the senior management team are members of British
Universities & Colleges Sport Association (BUCS) and many have membership and
advanced qualifications recognised by national training and management (and
related) organisations. The Director of Sport, Exercise of Health was one of the
steering group that determined the Sport England strategic plan for sport in the South
West, and this body has held several away days and seminars in the Centre. He and
the Deputy Director are members of the Team West of England Steering Group for
the 2012 Games. The Director is a member of the Executive of WESPORT, the
County Sports Partnership.

9: Sport, Exercise & Health has received the Investors in People Award for its
commitment to staff development.

Sport, Exercise & Health is only as strong as the people it employs and trains. The
Centre is committed to a continual staff development programme, which includes
both in-house and external training opportunities. The service level statement shows
the minimum requirements/qualifications that are expected in each area of operation.
All line-managers are encouraged to work closely with staff to encourage their
personal development and feeling of worth in the organisation.

Appendix 5

                          Sport, Exercise & Health
                            Staffing at key sites

Indoor Centre, Tyndall Ave.

2008/09                                2009/10
Staff – Contract and casual            Staff – Contract and casual

Grade K – M                            Grade K - M
Director of SEH                        Director of SEH
Deputy Director of SEH                 Deputy Director of SEH
Sports Medicine Clinic Manager         Sports Medicine Clinic Manager

Grade I – J                            Grade I - J
Administration Manager                 Administration Manager
Health & Fitness Manager               Health & Fitness Manager
High Performance Manager               High Performance Manager
Sports Development Manager             Sports Development Manager
Sports Development Officer (HP)        Sports Development Officer (HP)
Healthy Lifestyle Manager              Healthy Lifestyle Officer
Physiotherapists on contract           Community Sport Development Officer
                                       Physiotherapists on contract

Grade B – H                            Grade B - H
Sports Development Administrator       Sports Development Administrator
Secretary                              Secretary
Receptionists                          Receptionists
Clerical Assistants                    Clerical Assistants
Sports Assistants                      Sports Assistants
Gym Assistants                         Gym Assistants
Self Employed status                   Self Employed status
Clinicians                             Clinicians
Sports Coaches                         Sports Coaches
Instructors                            Instructors

Coombe Dingle Sports Complex, Coombe Lane

2008/09                                   2009/10
Staff – Contract and casual               Staff – Contract and casual

Grade K – M                               Grade K - M
Deputy Director of SEH (as above)         Deputy Director of SEH (as above)

Grade B – H                               Grade B - H
Sports Administrator                      Sports Administrator
Grounds Manager                           Grounds Manager
Deputy Grounds Managers                   Deputy Grounds Managers
Ground Staff                              Ground Staff
Receptionists                             Receptionists
Sports Assistants                         Sports Assistants

Self Employed status                      Self Employed status
Director of Tennis                        Director of Tennis
Tennis Coaches                            Tennis Coaches
Coaches                                   Coaches
Catering Staff                            Catering Staff

Swimming Pool, Richmond Hill Ave.

2008/09                                   2009/10
Staff – Contract and casual               Staff – Contract and casual

Grade I – J                               Grade I – J
Pool & Aquatics Manager                   Pool & Aquatics Manager

Grade B-H                                 Grade B-H
Lifeguards/Pool Attendants                Lifeguards/Pool Attendants
Receptionists                             Receptionists

Self Employed status                      Self Employed status
Instructors                               Instructors

Total Salaries 2008/09 = £1,316,738       Forecast for 2009/10 = £1,556,835

Salary for year end 2007/08 = £1250,840

Appendix 6

Appendix 7

Register of Risks

There is no longer a risk area that exclusively covers "sport, exercise and
health" within the University Risk Register and as such the risks are not
included in the University Risk Register and have not been reported to
Council. This is because the level of risk (both impact and probability) means
that the risks are deemed to be more divisional-level risks than University-
level risks.

The DSA’s on each site ensure risk assessments are carried on all our
facilities, including programmes, classes and services on an annual basis.
These are audited every 3 years by the Health and Safety office and Bristol
City Council.

Risk assessments carried out also include those for Legionella, flooding, fire
risk and security.


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