Enabler 3: Governance, Finance and Management 24 RAISING OUR GAME A Strategy for Sport at Trinity 2015 - 2018 OBJECTIVE THAT SPORT IN TRINITY IS MANAGED WITHIN A FULLY INTEGRATED AND FINANCIALLY ROBUST GOVERNANCE STRUCTURE, TO ACHIEVE SHARED VISIONS AND GOALS. There is an opportunity to galvanise the passion, energy and dedication of current governance structures for sport to create an integrated focus between the Department of Sport and DUCAC, referred to as ‘Trinity Sport’. This Strategy provides the pathway for an integrated delivery of sport services, programmes and facilities, which will produce an efficient and effective use of valuable resources to maximise benefit for student sport. It will address the challenges and risks that have existed for sport as a result of multiple structures in place, which can be somewhat confusing. Whilst the current financial model ensures that students’ access to facilities and services is maximised, it is necessary to utilise and protect the annual student levy to account for recurrent operational costs alongside key sports development requirements. Agreed proportionate financial resources for ‘Trinity Sport’ will be allocated to ‘strategic’ priorities. This will be carried out in full consultation with student representatives to include the Students’ Union and DUCAC, and will consolidate student benefit going forward. Given the scale and strategic significance of sport to the University, the direct link to the Chief Operating Officer is vital in ensuring that sport has a voice at relevant decision making tables in the University to fully implement this Strategy. ACTIONS E3.1 Establish a Project to explore and design an integrated and conducive structure for the delivery of Trinity Sport; E3.2 Ensure that Sport is represented on relevant decision-making Committees within the University; E3.3 Agree a process to ring-fence the student levy that funds annual operational costs as well as new developments for student benefit; E3.4 Source additional funds for sport; through philanthropy, business development, donations and sponsorships that strengthen the financial future and development of sport; E3.5 Create a Sports Club Development Unit, comprising a Sports Club Development Manager and relevant Club Development Officers, aligned to a Focus Sport model; E3.6 Maintain and present timely and relevant reports via agreed reporting structures to govern the financial and business management of Trinity Sport on an annual basis; Success will be achieved when Sport is fully integrated into an agreed structure to represent and develop sport at a strategic level. This will be measured by:
TCD Strategy Document for Sport
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