Additional Information
Since 2012, the department has been known as King’s Sport, growing from a single gym at Waterloo, to now operating 5 gyms across London, 2 Sports Grounds, sector-leading Performance programme, and with Physical and Digital Activity programmes across all campuses and residences. Culminating in connecting with 15,000 members of our community annually, with a turnover more than £2.4m and income generating activities of £1.6m. Over the past few years, King’s Sport and Wellness have continued to strengthen their strategic collabo- ration across the university and demonstrate our im- pact against the Vision 2029. Building from our ambi- tion to adopt a whole university approach to wellbeing and supporting our staff and students as important stakeholders of a King’s community. We are focused on enhancing experience and enriching our culture through developing holistic, integrated services, pro- active interventions and partnerships. King’s is im- proving our ‘community of communities’ mental, so- cial and physical wellness to strengthen our support at Level One of the King’s Mental Health and Wellbeing Strategy - to enable greater self-care and self-effi - ciency through our established Ways to Wellbeing.
capital across our students and staff, as agents for change. King’s aims to improve wellbeing, retention, experience, community cohesion, attainment, and graduate outcomes. We prioritise wellness as a pre- requisite of improved cognitive function, academic success, creation of inclusive communities, and a world-class university experience. The King’s Strategy 2026 has four key strategic aims that are enabled by the Estates and Facilities Philoso- phy and align with our Sport and Wellness ambition to connect our communities to find their personal best. Through our planned delivery we will seek to impact against the following university objectives to: • Become a sector-leader in supporting student mental health and wellbeing • Measure and improve our support for staff well - being, and staff engagement • Extend our strengths in health research to drive impact • Continue to deploy our knowledge in service to society; engage the communities we serve in Lon- don, the UK and globally through equitable part- nerships
Through King’s Community Business Services and as part of Professional Services, we work to be simple, nimble, and efficient, and equally are investing in our relationships with our academic colleagues to sup- port education and research, enabling our students’ success. Sport and Wellness are making a positive contribution to workplace wellbeing, organisational culture and aid the recruitment, attainment, and re- tention of our talent. Across our University at each campus and Residence - with equity of access to our serveries we strive to cultivate a culture where all are encouraged to be at their optimal level and thrive at King’s and in life. We aim to encourage the adoption of a positive approach to living through the practice of healthy habits to attain better physical and mental health outcomes. In our ‘King’s Strategic Vision 2026’, we set out clear objectives to ensure positive wellbeing is a fundamen- tal ethos of the university and to be a world leader in mental health and wellbeing support. We want to support our people, achieve the vision of ‘making the world a better place’ and meet the high expectations of our future change-makers to optimise their po- tential as well as strengthen self-efficacy and social
Our spaces, physical and digital activity delivery en- riches the King’s experience and health of our high performing and high potential people. Our data and insight testify to our success in building a sense of belonging, improving individuals’ aspirations and growing resilience and social trust - key components of the overall sense of experience. Our active indi- viduals have higher life satisfaction, feel more able to achieve their aspirations, sense of community and social trust in their community. For those with Mental Health concerns who find it difficult to socialise and integrate into university life we have already estab- lished the Active Wellness Scheme and Wellness Cen- tre at Waterloo in close collaboration with SED and Faculty Our growth in profile and partnership across the uni - versity utilises the talents of our team to enhance staff and students’ physical health, self-efficacy and build social connection, as a means of improving mental health and overall wellbeing. Our aim is to be unique, unite and community and support them to achieve the potential, in our inclusive, innovative, and sector-lead- ing Sport and Wellness environment.
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