The University of Sheffield: PowerPoint template

Sport Makers - Good practice in volunteer and sports development.
Jonathan Grix. University of BirminghamGeoff Nichols. University of Sheffield g.nichols@sheffield.ac.ukGemma Ferguson. Richmond upon Thames College

Sport Makers
Sport Englands programme to promote volunteering in sportdelivered through CSPsRecruits volunteers inspiration event deployment to sport volunteering 10 hours each continued after 3 monthsCSPs work through recruitment and deployment sub brokers

Background
Sport participation very reliant on volunteersBut have to recruit and retain themTrend to episodic volunteersRole models of broker organisationsTrend to informal sports participation Systems of monitoring and control

Monitoring and control
Via SM web siteProspective SMs register interest on webDirected to workshop in local CSPRegister attendance, 10 hours and 30 hoursCSP targets reflect % of 40,000

Objectives
1. has SM developed the work of CSPs such as it has increased both volunteering and volunteering opportunities?2. how has the operation of SM been influenced by the monitoring system?

Methods
Case studies of 6 CSPsWithin these mini case studies of partners, selected to contract size and innovation

SM as a catalyst for new partnerships examples - SY
Barnsley Best volunteer broker programmeSouth West Yorkshire Foundation Trust - work with Mencap membersDoncaster Cheswold Park Hospital work with sectioned patientsDoncaster deaf college students set up a volleyball eventSheffield teaching hospitals staff table tennis sessions

SM as a catalyst for new partnerships example
Manchester food processing factoryWith work place activity committee + HRM4 SM inspiration workshopssports clinics on running and table tennisTT developed with Ping equipmentCo. buys full size table in board room

SM as building on existing synergy
SY CSP and regional ETTA2 inspiration events 23 new volunteersDeployed to Ping tableshttp://www.youtube.com/watch?v=cvsom8RbpF8

Impact of monitoring
Partners with easy access to large groupsEg college sessions and NCSEasy to register participants and partner will record the hoursBUT is there double counting?

Impact of monitoring
tail wags the dog?But stacking up the numbers allows for more effective workCSPs balance numbers v effectiveness

Conclusions
Volunteering increased but cant tell real figures; some over and some under-countingNew and innovative partnerships stimulatedAllows for episodic volunteering and for more informal participationDoes the tail wag the dog too much or is this the best compromise?

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Club cite lack of volunteers as major problem. Broker role models eg MEV and Newham

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Management control by targets labeled performance indicators, on which future resources are dependant, and which cascaded own a system of management.This is part of a regime termed New Public management - on the one hand, measured targets could be regarded as ensuring public accountability. On the other hand they can be regarded as a system of management control which assumes control is necessary because of a conflict of objectives between different levels in an organization, or between different organizations.
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From open eventsPing as one exit routeDetailed records of deploymentBut only for one month will they stay involved as volunteers?

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Large numbers at an eventSM added to an existing programme normally student ageStudents would have been volunteering anyway

All have e mail addresses can be added to data base as SMs,
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Are groups just being targeted to stack up the numbers, in response to SE targets? But these are double counting if they would already have been on the existing programme.

But this allows for time spent on other more innovative groups.

CSPs have make this balance, but their continued resources depend on meeting the SE targets Tension for CSPs

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It will be very hard to tell accurately from the data base figures how many new volunteer there are.And recording of people doing 10 hours in inaccurate, and 30 hours even more so.

Is the programme distorted too much by the targets set by SE. This reflects a system of management control by target setting which Se are also subject to.
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