Andy Reed - "A New Strategy for Sport-More Engagement with More Sports for More People"
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This document outlines a new strategy for increasing physical activity and sport participation in England. It aims to get more people from all backgrounds regularly and meaningfully active through changing consumer behavior. Key goals include decreasing physical inactivity, increasing participation at least twice per month, and creating a more productive and sustainable sport sector. The strategy emphasizes outcomes over participation numbers and focuses on reaching the least active through local partnerships and changing attitudes in stages from pre-contemplation to maintenance of physical activity.
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Brochure Londen Sport Method version October 2015
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Standards in Sport: Ethics, Integrity and Governance 22/06/2017
The document discusses challenges in impact measurement and lessons learned from implementing a new impact measurement system. Some key points:
1) Charities often struggle with impact measurement, not having easy and complete data collection in one place. This can make reporting difficult and inefficient.
2) The Football Foundation addressed this by developing their own impact system, Upshot, to better manage projects, monitor outcomes, and demonstrate impact internally and externally.
3) Implementing changes can be challenging, as was seen in a case study with London Legacy Development Corporation where partner buy-in and consistent data collection had to be improved. Ongoing challenges include organizations using multiple systems and measuring soft outcomes.
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2014/2015 Trends and Forecasts - Corporate Social Investment and Development
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An overview of trends and industry forecasts for Corporate Social Investment (CSI) and Community Development - South AfricaSROI - Social Return On Investment
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2. SROI involves identifying the outcomes of social programs and projects, valuing these outcomes financially and socially, and calculating a ratio of the value of outcomes relative to inputs. This allows organizations to understand and communicate the social value they create.
3. The document uses a case study of a drug abuse support program to illustrate how SROI analysis works in practice, identifying outcomes like employment and health improvements, valuing these outcomes financially, and calculating an SROI ratio of 2.67
pass strategy
This three sentence summary provides the high level information from the document:
The document outlines a physical activity and sport strategy for Nottingham City from 2008-2012 that aims to inspire more residents to be more active more often. The strategy focuses on increasing participation in physical activity and sport through a variety of opportunities, and outlines key outcomes including getting more residents active and halting the rise of obesity. It establishes foundations for future physical activity and sport initiatives in the city.
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School-Physical-Activity-and-PESP-Session-combined_April21.pptx
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Commissioning for sport and lesiure
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http://knowhownonprofit.org/events/commissioning-for-culture-and-sport-5th-december-2014
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Strategic Review2015-2020Prepared by XYZ Consultants.docx
Strategic Review
2015-2020
Prepared by XYZ Consultants
Version 1.0
20 September 2016
Table of Contents
1 About FitLife 1
1.1 Background 1
1.2 Mission, Vision and Values 1
2 Goals and Objectives 2
2.1 Goals 2
2.2 General Objectives 2
2.3 Proposed Marketing objectives 2
3 Situation Analysis 3
3.1 SWOT Analysis 3
3.2 Product Portfolio – BCG Boston Matrix 4
3.3 PEST/STEEP Analysis 5
3.4 Trend Analysis 6
4. Competitor Analysis 8
5 Key Statistics 14
6 Financials 16
References 18
Introduction
The health and wellbeing industry is a dynamic sector and plays a critical role in the Australian economy. The industry has grown substantially within the last decade, generating $2.2billion revenue on an annual basis (with 3.5% annual growth rate) through 3265 health clubs housing 32,875 employment opportunities across the country. The industry also plays a key role in improving the health and fitness of Australians.
An evaluation of the company’s internal strengths and weaknesses, external opportunities and threats, market trend analysis, and macro environment study established a groundwork to prepare this strategic review.1 About FitLife1.1 Background
FitLife is a privately-owned Sydney based Australian health club chain with 70 health clubs and 182,000 active members in Australia. FitLife serves as one of the industry leaders in the sport and fitness segment providing multi-purpose fitness venues across the country providing state of the art facilities, equipment and services.
FitLife has its base of operations in North Sydney (Health Club and Head Office), Sydney and operates in each state:
State
Total Health Clubs
Total Members
NSW
38
98,800
QLD
10
26,000
VIC
9
23,400
SA
4
10,400
ACT
3
7,800
WA
3
7,800
TAS
2
5,200
NT
1
2,600
Grand Total
70
182,000
Each health club offers the following facilities and services:
· Gym for weightlifting and cardio
· Gymnastics room (martial arts, boxing and kendo)
· Classes (Pilates, Yoga, BodyPump, Cycle, BodyAttack, Full Body Lift, and FatBurner).1.2 Mission, Vision and Values
The mission, in engagement with the community, is to provide innovative health clubs delivering cutting-edge fitness and lifestyle programs that will motivate people of all ages, backgrounds and abilities to lead active, healthy lives.
The vision is to be regarded as a premier provider of quality fitness, gymnastics and wellness through innovative programs and services that result in measurable and transformational changes in the lives of those they serve.
FitLife are passionate for promoting the quality of life for everyone on the basis of the following values and attitudes in all of their staff, members and the community:
Quality
Accountability
Energy
Mutual Respect
Diversity
Enthusiasm
Integrity
Accountability
Care
Honesty
Responsibility
Professionalism
2 Goals and Objectives
Due to its healthy outlook, the Executive Management would like to allocate a total of $1,061,059 budget to market research and then devel.
Total Compensation Considerations for Nonprofits
A copy of the Total Compensation Considerations for Nonprofits presentation given at the CBIZ MHM Annual Business Update Seminar in Bethesda, MD.
Growing membership and profit
The document outlines three key opportunities and challenges facing the fitness industry:
1. Health and results remain the top reasons people join gyms, yet membership retention is low as many stop attending within a few months of joining.
2. Entertainment and community have become increasingly important to members as people crave social connection.
3. While the industry has experienced massive growth, it now faces stagnation without innovation to attract new customers and keep existing ones engaged through motivation, education, and social programs.
Reflections on Outcomes Reporting at the government policy level
The PPT presents some reflections on outcomes reporting at the government policy level, using the example of gambling harm minimization in NZ. The reader should access the subsequent Outcomes Monitoring Report.
Fin well sponsor presentation may 2019-web nyc
This document discusses empowering employees with financial wellness programs. It defines financial wellness and outlines the business case for why companies should care about it, including reducing absenteeism and health care costs. The document provides an overview of different types of financial wellness programs and considerations for determining if a company is a good fit and selecting a provider. The goal is to help companies move from intending to implement financial wellness programs to taking action.
Les Mills Group Fitness Scoreboard Report 3/2011
The Latest Trends and Statistics on Group Fitness. Data taken from sample of 3300 facilities across the planet
Scenario THEProject2016
This document outlines a project scenario for developing an implementation plan to promote health and prevent chronic diseases like asthma, diabetes, and obesity among children in Michigan. Participants are asked to choose a county, define services provided, and identify delivery methods. The plan should forecast population data, reduce absenteeism and ER visits, project healthcare savings over 10 years, and include incentives for developing healthy habits in youth. Funding may come from private businesses, government, non-profits, and retailers.
Similar to Andy Reed - "A New Strategy for Sport-More Engagement with More Sports for More People" (20)
Getting what you measure - a new strategy for Sport England
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Standards in Sport: Ethics, Integrity and Governance 22/06/2017
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2014/2015 Trends and Forecasts - Corporate Social Investment and Development
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2024: The FAR - Federal Acquisition Regulations, Part 40
2024: The FAR - Federal Acquisition Regulations, Part 40
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Researching the client.pptxsxssssssssssssssssssssss
Andy Reed - "A New Strategy for Sport-More Engagement with More Sports for More People"
- 1. Sporting Future: A New Strategy for an Active Nation Andy Reed OBE Director – The Sports Think Tank @andyjreed_obe @sport_thinktank
- 2. Turning Evidence into Sound Sport Policy – Delivery & Sector Neutral www.sportsthinktank.com
- 3. Sporting Futures - Next Stages – 2016 to 2017
- 4. Social/Community Development Individual Development Mental Wellbeing Physical Health Economic Development Outcome Measures Outcomes SE Contribution and KPIs Decrease in % of people physically inactive Increase % taking part at least 2 x per month Volunteers to be more representativ e of society Increase in no. volunteers 2 x per year Employment in grassroots sport % Publicly owned facilities with under-utilised capacity Sport England’s contribution More people from every background regularly and meaningfully taking part in sport and physical activity A more productive, sustainable and responsible sport sector Increased non-public investment into sport Headline results new Workforce Survey Increase in % pop meeting CMO Guidelines Decrease in % pop inactive (5-18s, 19-64s and 65+) Improved subjective wellbeing Levels of perceived self-efficacy Levels of social trust Gross Value Added by sport sector
- 5. Sport England • Probably responsible for majority of strategy– but not all! • This IS a government strategy – Health – education Transport • Consumer focus - no more "Build and they will come" – More people from every background regularly and meaningfully taking part in sport and physical activity & – A more productive, sustainable and responsible sport sector
- 6. More about activity than just sport
- 7. Behaviour & Attitude Challenge Pre-contemplation Contemplation Preparation Action Maintenance High levels of resource required. Large gains against 5 DCMS outcomes. Relatively low numbers. 1 Greatest opportunity in terms of numbers / scale. Varying gains across 5 DCMS outcomes 2 3 Lowest opportunity against 5 DCMS outcomes. Limited number gains due to high levels of current engagement. Heavy focus of existing investment.
- 8. Much more about changing consumer behaviour
- 9. Changing emphasis to Outcomes
- 10. What is Important & Points to Take Away Diversity Governance Economic impact CSP Review Duty of Care 5-14 – school games, SGOs, Schools & Clubs UKSport – medals – Spectators Workforce Volunteering Delivery neutral Social Impact Funding Active Lives Sport Business Council Annual report to parliament Recognition of L Govt Public Health priorities Lleps Partnerships – locality based Open data & tech Outdoors activity Year 6 25m swimming School Games
- 11. Take Aways • This is a vastly different approach to the last 2 periods of investment through Whole Sport Plans. • Take on Board the whole strategy & its new emphasis to move away from sport for sports sake • Concentrate on consumer behaviour and least active • Collaborate and partnership – • Target new groups – those most disadvantaged Outcome driven – not APS