02 CONTEXT Trinity has a strong sporting history and tradition, from some of the oldest Clubs in the world, to great successes and award winning programmes. Traditions evolving from amateur and volunteer structures in sport are now honoured and integrated into professional delivery and operations. The Trinity sporting offer is complemented by the excellent indoor facilities and recent investment in the outdoor sports facilities which include a new international standard hockey pitch and a new rugby pitch. The Sports Centre has won the national gold standard White Flag Award and the Leisure Centre of the Year Award. Recent sport developments and successes place this Strategy on strong foundations. Student needs are changing and expectations are high. Trinity Sport has kept pace with the changing dynamics within which Trinity and third level education now operates. Trinity sports facilities are spread out between the main campus and satellite venues at Santry Sports Grounds, at the University residences at Trinity Hall, Dartry and the Boat House at Islandbridge. Challenges surrounding the building of a collegiate culture are compounded by dispersed locations and the varied mediums which are used to communicate about sport. Relative to competitor institution sports facilities in Ireland, Trinity does not command the highest ‘sport’ ranking. However, as this Strategy outlines, sport is not just about facilities. There is an opportunity now to position Trinity Sport as leaders in the development of the future graduates, or global citizens as indicated in the University Strategy; ‘…we will promote the practice of global citizenship in all our activities.’ xiv Trinity Sport does this through excellent sport programmes and services that transcend all aspects of University life. Trinity Sport has demonstrated high levels of student participation. Up to 63% of students have activated access, with over 350,000 visits from all users recorded at the Sports Centre last year. There are about 50 vibrant sports clubs, over 9,000 students regularly partaking in recreational fitness classes and a variety of volunteer and leadership training programmesxv. There are several service liaisons and projects for example GP, Counselling and Disability referrals, a Health and Sport Week campaign to name a few. The context of this Strategy assumes a collaborative approach with other service providers in the University, exploring new opportunities for resources and at all times, contributing to the achievement of University wide strategic objectives. Opportunities exist for Trinity Sport to further develop a reputation that is synonymous with the delivery and achievement of excellence. The Strategy strives to utilise the ‘Trinity Sport’ identity with the creation of one platform for sport communications, sponsorship of sport programmes and clubs, recruitment of Trinity Sport ambassadors and further student sport led activities. A set of milestones, see page 31, provides a useful map to visualise the impact of the Strategy and overall, the document is aligned to the current strategic planning cycle for Trinity, thus ensuring that sport is strategically positioned and maximised. The Strategy identifies a set of clear actions to deliver the objectives and, of most significance, success is measurable via Key Performance Indicators. The approach will be energetic, passionate, innovative and methodical. Whilst sport will commit to deliver, the aspiration is to exceed expectations, not just meet them. The realisation of strategic priorities will be made possible by a ‘cocktail’ of funding sources to include the University, self-financing activities, fundraising, alumni support and sponsorship. Sport has proved resourceful and prudent in the management of its budgets and capital investment plans. Critical to success will be further investment in sports provision, realignment of key roles within sport, support for academic flexibility and tangible recognition within the University for the benefits and impact of sport within the entirety of the Trinity Experience. Sport does matter. It does contribute and this Strategy shows how we are “Raising Our Game”, taking the contribution to new levels, collaboratively and with relentless focus on impact. It is a force for good and a sound investment from the student, graduate, employer and the University’s perspectives. xiv Strategic Plan 2014-2019, Trinity College Dublin, Goal C9.1 Global Citizenship xv Sport and Recreation Department Annual Report 2013.14 8 RAISING OUR GAME A Strategy for Sport at Trinity 2015 - 2018
TCD Strategy Document for Sport
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