Guidelines for Completing a Job Description (Academic Support Posts)

National University of Ireland Galway

Director of Sport & Physical Activity

Applications are invited for the above full-time permanent post.

Student Services, which provides a comprehensive range of support and development services to all students of the University, wishes to recruit a Director of Sport & Physical Activity. The post is a senior management position in the University, reporting to the Vice-President for the Student Experience. The Director of Sport & Physical Activity will play the lead role in the strategic management of sport and physical activity in the University including developing a sustainable funding stream for sport. Other key functions of this post will be the development of the infrastructure necessary for all sports activity and the development of partnerships with colleagues, students and external stakeholders to realise the University’s strategic aspirations in relation to sport, health and well-being. The post holder will be responsible for the development of initiatives to raise the profile and access to sport and physical activity for all students of the University, and ensuring that University facilities are beneficial to students, staff, and outside user groups. She/he will support the development of NUI Galway Clubs, the support structures for high performance sportspersons, and the University’s Sports Scholarship Programme.

Candidates must hold a university degree or equivalent qualification coupled with ten years’ experience which includes:-

• Developing and implementing sports strategies;
• Developing and implementing sustainable funding models; and
• A demonstrable record of leadership at a national or international level in the sports area.

Ideally, the candidate will have experience in change management as well as demonstrating empathy with sports people in an academic institution.

Applicants may be required to take part in a range of assessment exercises in advance of interview. For enquires relating to the position please contact: Dr. Pat Morgan, Vice-President for the Student Experience ()

Salary Scale (Under Review):Assistant Secretary Scale - €75,874 - €86,234 pa (New entrants post January 2011). Assistant Secretary Scale- €84,082-€95,593 pa (Pre Jan 2011)

Associate Secretary Scale - €109,789 per annum (New entrants post Jan 2011). Associate Secretary Scale- €121,766pa (Pre Jan 2011)

This appointment will be made on the above scale in line with current Government pay policy

For pre 1995 public sector entrants in Ireland, the D class Salary rates will apply.

Closing date for receipt of applications is 17.00 GMT on September 18, 2015. It will not be possible to consider applications received after the closing date.

Please Note Garda Vetting will apply

For more information and Application Form please see website:

Applications should be submitted online.

Appointment to posts advertised will be dependent upon University approval, together with the terms of the Employment Control Framework for the higher education sector.

National University of Ireland Galway is an equal opportunities employer.

JOB DESCRIPTION

2. Role Relationships

• Academic Administration and Leadership
• Galway University Foundation
• Directors of Sport in other institutions nationally and internationally

1. Responsible for the strategic leadership and management of sport and physical activity in the University, in particular the post holder will be responsible for developing a sustainable funding stream for sport
2. Will lead in the development of partnerships with colleagues, students, and external stakeholders, which are conducive to the effective realisation of the University’s strategic aspirations in relation to student sport, health and wellbeing.
3. Will provide the leadership required to develop the infrastructure necessary for the all sports including the new water-sports centre

1. To review, lead and implement the integrated and strategic development of sport and physical activity in the University.
2. To develop a sustainable business model for sport and physical activity in the university including the exploitation of potential commercial opportunities
3. To work closely with the Director of Student Services in the implementation of the University’s strategic plan with reference to the student experience
4. To provide input, as required, into the financial and commercial activities of the Student Services area
5. To work with the University’s Student Recruitment function to maximise student recruitment

1. To develop and maintain an organisational structure capable of delivering the University sports strategy which will include developing clear roles and responsibilities for sports staff, building the capacities of staff, managing performance and ensuring safe practices.
2. To prepare, monitor and control the annual Sports budget to ensure costs are in line with the agreed business plan.
3. To nurture a collaborative and mutually beneficial relationship with the Buildings and Estates Office which has responsibility for the development, management and maintenance of buildings, grounds and sports pitches. This will include sharing information and integrating sports strategy and timetabling with grounds development and pitch maintenance operations in the interests of achieving quality and long term sustainability of all sports facilities.

1. To build relationships with the national and local sport’s governing bodies, across the higher education sector and other organisations in order to further the development of sport and profile of NUI Galway locally, nationally and globally
2. To effectively represent the interests of the university with major stakeholders including: government, companies; funding authorities and the local community, to ensure goodwill towards the University and co-operation for further developments in sport.
3. In cooperation with the Student Clubs to increase participation of University students in sporting activities at intra mural, extra mural and elite levels.
4. To identify, support and foster a number of elite sports within the university.
5. To foster and support individual elite sportspersons in the University.
6. To review the operation of the University Sports Centre to ensure appropriate development and usage of the centre by the student body
7. To develop, in association with the Buildings Office, the required facilities and infrastructure to support the development of sport in the University.
8. To promote NUI Galway sport in collaboration with University press and relations, including the preparation of press releases and the arrangement of media coverage for sport events, and ensure that the appropriate media is informed of the results of all sporting events
9. The Director will also work in partnership with relevant stakeholders to ensure NUI Galway sport and physical activity is beneficial to outside user groups as well as individual students.
10. To examine and propose possible links between the sports activities and academic programmes.
11. Any other duties as may be required.

• Developing and implementing sports strategies;
• Developing and implementing sustainable funding models; and
• A demonstrable record of leadership at a national or international level in the sports area.

Sports Strategy for NUI Galway

Table of Contents

Introduction

Mission

Key Goals

Strategic Goal 1: Establishing University Management Commitment to Sport

Actions:

Strategic Goal 2 - Building the appropriate Management Structure and staffing

Actions

Strategic Goal 3 - Develop the required Facilities

Actions

Strategic Goal 4 - Identify and develop a group of target Elite sports

Suggested Criteria for the Selection Of Elite Sports

Elite Sports Programme

Actions

Strategic Goal 5 - Increase Participation

Intramural Programme

Actions

Strategic Goal 6 - Investigate the feasibility of sport in Academic Programmes

Actions

Strategic Goal 7 - Develop enhanced Partnerships internally and externally

Actions

Appendix 1

Appendix 2

Introduction

This document summarises the key findings and recommendations of the Genesis report (November 2005). This report was the culmination of an extensive review of Sport in NUI Galway, during which they consulted widely with all stakeholders. Based on their experience in the development of sports strategies for other universities, and working in conjunction with a Steering Group within the University, they developed a series of seven strategic goals, which are summarised below and form the basis of this document. These recommendations have been updated in the light of the changes in the University since that time, not least of which is the decision by the University to offer for tender the management of the new sports facility which is currently under construction.

Sport and recreation has always played an integral role in University life. It is a mechanism for addressing several key challenges:

-Raising the profile and image of the University

-Attracting students

-Promoting health of students and staff

-Ensuring a balanced lifestyle

-Enhancing the academic offering.

Sport has a critical role to play in the delivery of the overall strategy at NUI Galway. Investment in sport is a justifiable corporate and strategic priority for the University, and intrinsically linked to the overall strategy. However, to deliver on this potential there is a need for a step change in the approach to and position of sport at NUI Galway.

Mission

The mission established by the strategic process is to promote participation and higher standards of performance in sport and physical activity within NUI Galway to ensure that sport contributes to the health, well-being and education of students and staff and that it supports the corporate objectives of the University.

Key Goals

For the accomplishment of the mission, seven key strategic goals were identified:

1. Establish University Management Commitment to sport
2. Build the appropriate Management Structure and staffing
3. Develop the required Facilities
4. Identify and develop a group of target Elite sports
5. Increase Participation
6. Investigate the feasibility of sport in Academic Programmes
7. Develop enhanced Partnerships internally and externally

A range of recommendations under each strategic goal has been identified and an indication of priorities and timescales for implementation has been provided.

The recommendations include

• reinforcing the role of sport and its link to the overall University strategy
• provision of adequate resources (financial and physical) to deliver the sports strategy
• the appointment of additional professional staff (including a Director of Sport and Recreation)
• specific proposals in respect of the facilities
• establishment of an elite sports programme (of no more than six sports)
• development and delivery of a participation programme
• review of the potential of an academic course related to sport
• the development of partnerships internally and externally.

Whilst Genesis recommended that the new Sports Facilities should be managed internally it has been decided that these facilities should initially be outsourced to a third party to manage. This will be reviewed on an ongoing basis.

On the basis of conservative initial estimates, the strategy will require some additional expenditure over and above the current planned facilities investment. However, without this we do not believe the University will reap the reward of the major capital investment programme.

This strategy is ambitious and stretching but not unattainable. It requires the commitment and support of all stakeholders within the University. If successfully delivered, sport and recreation will play a full part in contributing to the overall strategic plan for NUI Galway.

Strategic Goal 1: Establishing University Management Commitment to Sport

It was clear during the conduct of the Genesis review that there was considerable sympathy for sport within the University senior management. The experience of other universities would suggest that without a clear commitment to providing real leadership for sport, it would be hard to envisage sport being anything other than a marginal aspect of NUI Galway life.

The perception of many of those consulted during the preparation of this strategy was that sport was not a priority for the university. Whilst there has been a level of commitment to sport, evidenced by the development of this proposed strategy and the major investment in the new sports centre, the level of commitment to and interest in sport falls well short of other universities in Ireland and the UK.

The present expenditure in sport in NUI Galway is approximately €876,000. It is important to note that the above figure does not represent the whole picture and, in particular, there are a number of staff in Student Services who provide support for sport especially through the Sport and Recreation Union.

Actions:

Strategic Priority – Management Commitment

Strategic Goal 2 - Building the appropriate Management Structureand staffing

There is in NUI Galway a singular lack of a clear management focus and integration for sport in the University. Without that integrated leadership and management of both the development and delivery of the services, the University will be in great danger of failing to realise the full potential of sport and of its major facilities investment.

In order to support the development of sport and physical activity additional professional resources will need to be deployed. However, it is important to recognise the continuing role of the volunteers from both staff and students in the development both of standards of performance and levels of participation; it will be critical for the professional team to recognise that their main role will be supporting and encouraging that voluntary network and resource.

It is recommended that:

• That all aspects of sport should be operated on an integrated basis and led by a Head of Sport and Recreation, who should also have direct responsibility for implementation of the sports strategy. The sport and recreation service should be part of Student Services as that would be most comparable with other universities and confirm the role of sport within the framework of essential services for students.

• The Head of Sport will have particular responsibility for reviewing the operation of the Sports Centre in line with the agreements in place with the external operator of the Sports Centre and advising the University on any developments that might be required to ensure that the operation of the Centre is in line with the University’s vision for Sport.

Consideration must be given to the following initial structure as the minimum necessary to allow the University to move the Sports Strategy forwards:

Apart from the Head’s post, the following professional posts are recommended:

• Development Officer, Participation This officer would have responsibility for driving forward all programmes and plans for increasing staff and student involvement in physical activity both within the built facilities and more widely. This post would have a key role in marketing the new sports facilities
• Development Officers, 1-Clubs, 2-Elite Programme Two further development officer posts should be created by NUI Galway, the first to support and develop the network of University clubs and the volunteers who sustain them and the second to develop the proposed elite programme described below
• Sports Specific Development Officers It should be possible for the University to obtain further funding from governing bodies of sport to support the employment of a small number of dedicated officers for the major sports and we recommend that the Head pursue this as a priority.
• Sessional Coaches and Leaders The development officers will require trained coaches and leaders to sustain the programmes they organise and, while it would be premature to identify this resource in detail in advance of the development of the specific programmes, it is important to understand that it will be required. It should be noted that Clubs at NUI, Galway are self managing bodies, who select and appoint their coaches and leaders. This model serves clubs well as community organisations and care must be exercised to guard this model by ensuring significant Club input into the appointment/selection of coaches and leaders.
• Additionally, we recommend that the importance of the present Clubs’ Captain position within the Students’ Union continue to be recognised and that the Head and his/her staff involve that post-holder closely in any planning to retain a close working partnership with the Students’ Union.

The University does presently have staff posts which it sustains directly and indirectly through AMT which contribute significantly to the development of sport and physical recreation and to the support of clubs. All the proposed posts should be considered to be new posts with new job descriptions; the suitability of existing staff for transfer into any of the new posts should be considered after the posts themselves are agreed.