STANDARDS IN SPORT
effort. The schemes are designed to help organisations achieve this while pro- viding external proof of their ability to deliver excellent services to their custom- ers,” says Cachet. The Model is based around a series of
fundamental concepts for excellence, from achieving balanced results and adding value for customers to nurturing creativity and building partnerships. Although not leisure specific, it sets out to give a holistic overview of any organisation, irrespective of size, sector or maturity. For more information visit
www.efqm.org
CLUBMARK
This Sport England scheme is the only national cross-sports quality accredita- tion for clubs with junior sections. It’s built around a set of core criteria, to ensure accredited clubs operate to consis- tent minimum operating standards. “Clubmark is endorsed by all the main
sporting, youth and education agencies, and accreditation is obtained via either a club’s licensed national governing body (NGB) or county sports partnership (CSP),” says Sport England’s chair, Richard Lewis. “It plays an important role in cre- ating a safe and accessible environment for young people to play sport and is a good development tool for many clubs.” Accreditation is awarded to clubs
that comply with minimum operat- ing standards in four areas: the playing programme, duty of care and safeguard- ing and protecting children, knowing your club and its community, and club management. “Clubmark stimulates im- provements to how clubs cater for junior
Following standard procedures and tried and tested systems ensures the basics are in place.
(and all) members. The culture it pro- motes encourages clubs to adopt better, more organised systems and structures, helping them to run more effectively and efficiently, plus it develops partner- ships across the industry leading to an improved sporting offer,” says national manager Clare MacLeod. Managed by leisure consultants
Knight, Kavanagh and Page on behalf of Sport England, accreditation is free and assessments are undertaken via a site vis- it by a licensed organisation that assists the club in gathering evidence of how it’s working towards the required standard. Clubs interested in registering for Club- mark should contact their NGB or CSP. For more information visit
www.clubmark.org.uk
THE BALANCED SCORECARD
A strategic planning and management sys- tem open to businesses in all sectors, The Balanced Scorecard measures traditional financial metrics alongside non-financial
CASE STUDY: BANBRIDGE DISTRICT COUNCIL F
ollowing the appointment of a new senior management team and a period of significant transformation, Banbridge District Council felt it was time to es- tablish a national benchmark in two of its centres: Banbridge Leisure Centre
and Dromore Community Centre. “The council’s leisure service had
already undertaken considerable work to address a number of operational areas and felt ready to address the challenges in the current climate,” says Ben Corr head of leisure at Banbridge District Council. “Quest helped motivate the staff and was used as a means of informing and influencing future plan- ning using a proactive approach. This stretched our services, challenged our processes and transformed our offering.”
performance measures – the aim being to give managers a more ‘balanced’ view of their organisation’s performance. “The scorecard aims to help any busi-
ness clarify their vision and strategy, improve performance and translate them into instructions for the staff on a day-to-day basis, with a view to continuously improving strategic perfor- mance and results. By aligning a business to four perspec-
tives – learning and growth, business processes, customer and financial – mea- suring performance and evaluating results, it also creates a framework for improved communications both internally and exter- nally, smoother day-to-day operation and the achievement of strategic goals. For more information visit
www.balancedscorecard.org
CUSTOMER SERVICE EXCELLENCE SCHEME
The Customer Service Excellence Scheme, formerly the government’s Charter Mark, is designed to offer all public services a practical tool for driving customer-focused change. “We aim to make a tangible difference
Quest was used to influence future planning at Banbridge Leisure Centre
to public service users by encourag- ing provider organisations to focus on their individual needs and preferences,” explains cabinet office spokesperson Shareena Butt. “The standard tests those areas that research has indicated are a priority for customers, such as delivery, information, professionalism and staff attitude. Emphasis is also placed on devel- oping customer insight, understanding the user’s experience and robust mea- surement of service satisfaction.” For more info visit
www.cse.cabinetoffice.gov.uk
Wendy Golledge is a freelance journalist 52 Read Sports Management online
sportsmanagement.co.uk/digital Issue 1 2011 © cybertrek 2011
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