2. Through sports club partnerships
Community Collaboration
Through sports club partnerships
Consistent Terminology
Strategic Priority for Sport Canterbury
Alignment to wider Trust work
Active Communities
Impact/Achievements
Lessons and Opportunities

3. Terminology is varied Sports Club Partnerships. Sportville’s
Amalgamations
Sporting Hubs
Joint Ventures
Strategic Alliances
Sports Club Partnerships.

4. A Strategic Priority Vision - By 2012 Sport Canterbury will:
for Sport Canterbury
Vision - By 2012 Sport Canterbury will:
Have effective and collaborative partnerships throughout the sporting community.
Build capability of people and organisations within the sporting landscape.
Critical Success Factors:
Provision of leadership
Increased impact through a targeted approach.

5. Sports Club Partnership
Alignment to wider Trust work
Targeted Sports
Targeted Schools
Targeted Communities
KiwiSport
Sports Club Partnership
SCPs, whilst a strategic priority of their own, also link well into our wider trust work.
Our approach recently has moved to a more focused one, targeting sports, schools and communities, across all our trust pillars to maximise the impact/influence we have.
Our Targeted schools and targeted communities are aligned in most instances to a SCPs;
Enables both our Young Person’s team and Sport Development team to work collaboratively in those communities
Targeted sports - key outcome is increased participation. Participation happens at club level
Through both RSOs and SCPs we can help ensure that clubs are supported and are able to deliver quality experiences to their members. A lot of cross over between SCPs clubs and Targeted Sports.
KiwiSport - confidence to invest $ into club level (greater reach/influence; management structure) - across a number of sports and a number of schools. Encouraged the facilitation of links between clubs and schools.
Earthquake Recovery
Key message is collaboration will help recovery; SCPs well placed to lead within their communities and are being seen as a natural leader to speak and act on behalf of sport in their communities.
Partnerships, Hubs, Precincts

6. Alignment to wider Trust work
Sports Club Partnership
Sport Development
Other Trust Support
Community Engagement

7. Sports Club Partnership
How do they fit in the sport structure?
NSO
RSO
Sport Canterbury
Clubs
Sports Club Partnership

8. Active Communities Project
Targeted Outcomes
For Sport Canterbury:
Increase in our knowledge and capability
For each partnership; an increase in:
Volunteer numbers
Playing members numbers
New sport and physical activity opportunities

9. Impacts/Achievements
For Sport Canterbury
Internal capability to develop partnerships
A proven process that can be replicated in different communities
Organisations we can partner with to achieve our outcomes (e.g. KiwiSport, Coach Development)

10. The first step is to establish the working party which has the responsibility to create the Sports Club Partnership - this group works under a terms of reference to provide guidance as to how they operate
The next four steps are about the working party shaping what the structure looks like and how it will operate. Using this information we help the working party establish the legal entity and the inaugural board to run the new organisation (these steps take around 8-12 months). Once the board is established the working party’s role changes somewhat, as they hand over responsibility to the board.
To assist the board to start their role, we support them with some training, and then work with them on some planning (strategic and facility).
Whilst this process is happening - in parallel we start the working party discussing club/community issues they are facing. This helps in a number of ways - it starts clubs understanding each other better, it identifies some potential projects clubs can work on together, it gives the board some ideas as to what they can focus on once they are established.

11. Impacts/Achievements
For partnerships
Sports Club Partnership
Community Leadership and Advocacy
Enhancing Club Membership
Supporting Coach Development
Providing Administration Support
Increased Programme Delivery
Meaningful School/Club Engagement
Facility Development/ Management

12. Lessons & Opportunities
What have we learnt
Shaping quality boards for their community
Changing the focus from facilities to services
Staying relevant to member clubs
Creating resources that are not tagged
Volunteer Boards managing paid staff
Our continued involvement; lead, support or walk away
Territorial Authority/stakeholder support and endorsement

13. Lessons & Opportunities
What options exist?
Cross code
Intra code
Cross sector