and co-ordinate a research service to inform policy development. SW 18 Sport Wales should: Accepted in Principle. Post September 8(ix) develop staffing structures which give consideration as Work is currently underway to consider potential 2018 to how best to manage the challenge of compliance and options public accountability versus expert input. 8(vii) discuss and agree the results of the staff skills matrix As vacancies arise, staff skills matrix is considered and the action proposed to address any gaps at the with a view to diversify our workforce earliest opportunity, and implement a robust performance management process. 8(viii) consider any gaps revealed by a skills matrix of This will also be considered following the publication of incumbent members for future Board appointments. a new SW Corporate strategy and as Board vacancies arise. SW 19 Wales should: Accepted in Principle. Post September 9(i) consider establishing a central function for gathering This will be considered in more detail following the 2018 and sharing insight, good practice and learning across publication of a new SW Corporate strategy, and with a the organisation and with partners. clearer understanding of demands and needs from partners. 9(iii) explore the value of an independent sounding board or SW is testing an independent sounding as part of advisory group to enhance the organisation’s insight The Conversation. function. 9(iv) consider developing a platform for exchanging good practice, innovation and creative solutions with other Sports Councils and similar organisations outside the UK where roles and objectives are similar. SW 20 9(ii) The knowledge and experience of staff and all partners Accepted. April & should be captured and shared where learning and Will be addressed as part of The Conversation and September 2018 successes would benefit others. This should be a priority resultant new corporate strategy, with various options shift in the added value role of Sport Wales going forward. and mechanisms being explored. Clarity of the role and purpose of SW will be incorporated in the new strategy and be considered with partners.
and co-ordinate a research service to inform policy development. SW 18 8(ix) 8(vii) 8(viii) Sport Wales should: develop staffing structures which give consideration as to how best to manage the challenge of compliance and public accountability versus expert input. discuss and agree the results of the staff skills matrix and the action proposed to address any gaps at the earliest opportunity, and implement a robust performance management process. consider any gaps revealed by a skills matrix of incumbent members for future Board appointments. Accepted in Principle. Work is currently underway to consider potential options As vacancies arise, staff skills matrix is considered with a view to diversify our workforce This will also be considered following the publication of a new SW Corporate strategy and as Board vacancies arise. Post September 2018 SW 19 9(i) 9(iii) 9(iv) Wales should: consider establishing a central function for gathering and sharing insight, good practice and learning across the organisation and with partners. explore the value of an independent sounding board or advisory group to enhance the organisation’s insight function. consider developing a platform for exchanging good practice, innovation and creative solutions with other Sports Councils and similar organisations outside the UK where roles and objectives are similar. Accepted in Principle. This will be considered in more detail following the publication of a new SW Corporate strategy, and with a clearer understanding of demands and needs from partners. SW is testing an independent sounding as part of The Conversation. Post September 2018 SW 20 9(ii) The knowledge and experience of staff and all partners should be captured and shared where learning and successes would benefit others. This should be a priority shift in the added value role of Sport Wales going forward. Accepted. Will be addressed as part of The Conversation and resultant new corporate strategy, with various options and mechanisms being explored. Clarity of the role and purpose of SW will be incorporated in the new strategy and be considered with partners. April & September 2018
sport_wales_ministerial_review_tracker_-_march_2018.docx