UNIVERSITY OF TASMANIA SPORT AND RECREATION
ACTIVE CAMPUS STRATEGY 2025
A healthy, physically active, engaged University community
Why sport… Participation in sport and regular physical activity positively impacts student experience, including well-being, retention, academic achievement and graduate outcomes. Sport and an active campus extends the University’s reach and community footprint. Participation outcomes directly align with the strategic aims of our University while enhancing our place based, global positioning strategy.
• Student experience - engagement, well-being and outcomes • Trust, respect and integrity- mutual accountability • Embracing diversity and inclusion - equity • Servant leadership - customer service • Continuous improvement – sustainability, accountability and review –“we do it well” • Collaboration – partnerships and community engagement • Advocacy – building an evidenced based value proposition
VALUES BASED CULTURE AND BEHAVIOUR UNDERPINNING STRATEGY
ACTIVE CAMPUS PLANNING FRAMEWORK TO 2025
• Co-curricular active campus programs and initiatives must align with the strategies of the University and Student Experience Division, and are complementary to both. • Student centric approach ensuring activities and programs on offer are relevant and attractive. • Strategy is values-based and positive culture is evident through individual and organisational behaviour. • Inclusive programs where participant cohorts represent the diversity of the student population. • The aims and objectives for Strategy 2025, must align with and influence the broader framework of the Southern and Northern Transformation projects.Active campuses is part of an aligned solution to the complexities and challenges of these projects. • Active campus planning is a consultative process engaging key stakeholders.
ENABLERS THAT INFLUENCE THE QUALITY OF CAMPUS ACTIVATION • Governance and Leadership – Consultative, open and transparent communications in support of quality delivery and regulatory compliance • Finance – a sustainable funding model and a business mindset prioritising resources that achieve key outcomes • Campus Activation – Successful delivery of programs and projects within the of framework of strategy maximising participation • Brand profile and communication – A proud sports’ brand that encourages story telling, alumni engagement, heritage and celebrating success • Facilities – A functional infrastructure that is accessible and affordable supporting an active campus and the sport offer • Stakeholders – aligned and engaged internal stakeholders and external partners whose support assists achievement of strategic aims and objectives
KEY RESULT AREAS (KRA)
• KRA 1 – Student Experience • KRA 2 – Participation • KRA 3 – Performance Sport • KRA 4 - Community footprint and profile • KRA 5 - Facilities and Infrastructure
Principle: Participation in Sport and campus activation positively impacts student experience in respect to retention, achievement and graduate outcomes Key performance objective: Optimise student experience and well-being through participation, contributing to the development of life-long, transferable skills and well rounded graduates
STRATEGY 2025
Tactical framework: • develop, monitor and annually review the quality of the Active Campus sport offer
KRA 1- STUDENT EXPERIENCE
• create systems that encourage student and stakeholder feedback and input into active campus strategy • track (longitudinal) markers of positive student sport experience including retention, achievement and graduate outcomes; creating a metric model for return on investment into Sport at UTAS; and • Recognise student leaders through training, and ensure skills acquired through volunteering enhances graduate outcomes
Principle: There is an abundance of evidence of the positive relationship between physical activity, cognitive functioning, well-being and social inclusion Ke y performance objective: Ensure all students and staff have convenient, affordable access to participating in an attractive range of program offers that are inclusive, equitable and cater for all levels of ability Tactical framework: • Realise that the barriers to participation include - access (location), cost, and time (convenience), and design programs that breakdown these barriers • Annually, set and measure participation levels, balancing participation and growth targets within resource limitations and capacity • Know our customers, how they rate their experience, and how we can continually improve our offer • Maintain an agile approach to program development that is responsive to customer feedback
STRATEGY 2025
KRA 2 – PARTICIPATION
Principle “Athletes should be effectively supported, in most optimal circumstances, to prepare, initiate, develop and finalise an academic career during their athletic career achieve their best at both” (Paul Wylleman - definition of dual careers in elite sport – 2011) Key Performance Objective: Design and continually improve services and support for talented, elite and retired athletes to initiate, develop and prepare for the end of elite athletic career, allowing full personal, educational, vocational and social development for healthy and balanced lifestyle. Tactical framework: • An opportunity for UTAS to design and deliver a cost effective, a cutting edge program creating a recruitment advantage • Offer a suite of study options and support beyond the typical EAP (distance, self-study, peer to peer mentoring, work placement, etc.) • Research – developing an evidence base regarding long-term impact of dual career education on graduate outcomes
STRATEGY 2025
KRA 3 - PERFORMANCE SPORT
Principle: Sport and related activities creates a platform that enables community engagement, partnership opportunities and promote a positive brand image, while assisting the University to fulfil its contribution to community Key performance objective: Increase community footprint and the profile of the University through the sport offer, strategic partnerships (commercial and non-commercial) and community activities Tactical framework: • Strategic partnerships with community stakeholders must be mutually beneficial, align with UTAS strategy, enhance student experience and add value to the Sport offer • Strategic partnerships are highly desirable if they: increase sport participation; create athlete pathways (junior, youth and masters; increase brand reach; and increase and attract community usage of UTAS sport facilities
KRA 4 – COMMUNITY FOOTPRINT AND PROFILE
KRA 5 – SPORTS FACILITY PLANNING
Principle:
The aims and objectives for Active Campus Strategy 2025 underpinning facility planning, upgrades and maintenance, must be developed and managed within the broader framework of the Southern and Northern Transformation projects. Sport must be part of an aligned solution to the complexities and challenges of these projects; this requires a planning process that is integrated with the University’s Southern and Northern Transformation project planning process.
HOW WE WILL MEASURE SUCCESS
• PARTICIPATION BY PROGRAM • TOTAL PARTICIPATION FOR ACTIVE CAMPUS, SPORT AND MEMBERSHIPS • STUDENT EXPERIENCE OUTCOMES • STAKEHOLDER FEEDBACK • PEOPLE MANAGEMENT AND PERFORMANCE OUTCOMES • FINANCIAL ACCOUNTABILITY AND RESULTS • COMMUNITY FOOTPRINT
ONGOING PLANNING AND MONITORING
• Ensure alignment of Individual Work Plans objectives and accountability with Active Campus Strategy 2025 • Design and implement an annual cycle of reporting, review and strategic reset (if necessary) • Ensure active campus planning, monitoring and reporting is open, transparent and consultative
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