Endorsement Criteria / Evidence in support of meeting the criteria
Capabilities
Endorsed courses will be able to demonstrate how students develop an understanding of the following capabilities that Leisure Managers require. / Please fill in each box as per the example below stating where there is evidence to demonstrate the endorsement criteria are being met. Please be as concise as possible
Core Leisure Management Capabilities
Evidenced in the learning outcomes, content and assessment criteria of module LM103Leisure Management 1 and LM 101 Leadership
Leading People
  • Winning support for vision, plans and objectives
  • Deploying different leadership styles
  • Effective communication skills
  • Supporting others through change and setbacks
  • Motivating others
  • Empowering others

Health, Safety, Welfare, Security and Safeguarding
  • Applying health and safety legislation and good practice requirements
  • Assessing and managing risk in a leisure management context
  • Developing and implementing normal operating procedures/emergency operating procedures
  • Applying legal and best practice requirements for safeguarding

Equality and Diversity
  • Researching and applying equality and diversity legislation and good practice requirements
  • Identifying equality and diversity issues within communities, including inequalities and barriers to participation
  • Developing strategies to address equality and diversity issues
  • Mainstreaming equality and diversity strategies into all areas of leisure management practice

Customer Service
  • Work with others in the team to improve service to customers
  • Monitoring customer service practice and implementing continuous improvements

Self-Management and Continuing Professional Development
  • Personal planning and time management
  • Reflective practice
  • Identifying own learning and development needs
  • Engaging in continuing professional development

Optional LeisureManagement Capabilities
Strategic Development
  • Researching and analysing the environment in which the leisure facility operates.
  • Assessing the capacity of organisations.
  • Strategic planning and decision making
  • Developing SMART targets and performance indicators
  • Monitoring and evaluating the impact of sport and active leisure initiatives

Recruitment and Retention
  • Applying legal and best practice requirements for employment
  • Developing job descriptions and candidate specifications
  • Taking part in recruitment and selection processes
  • Analysing staff turnover and addressing underlying issues

Managing Staff Performance
  • Applying legal and good practice requirements in relation to employment
  • Planning work with team members
  • Allocating responsibilities and targets to team members in a fair and equitable way
  • Briefing teams and individuals on their responsibilities and targets
  • Motivating staff to achieve their targets
  • Monitoring staff performance
  • Providing support and guidance to staff
  • Giving feedback to staff on their performance

Developing Other Staff
  • Working with colleagues to identify their learning and development needs
  • Helping staff to develop, implement and review personal development plans
  • Drawing on specialist expertise to develop staff
  • Helping staff to apply their learning at work
  • Evaluating the impact of learning and development on staff performance

Managing Budgets
  • Identifying budgetary needs
  • Negotiating and developing budgets for areas of work
  • Monitoring income and expenditure
  • Responding to variations from agreed budgets
  • Budgetary reporting

Controlling Practices for Handling Payments
  • Monitoring and controlling the handling of customer payments
  • Collecting and maintaining the security of cash and other payments
  • Processing payment information and records

Facility Maintenance
  • Carrying out inspections of facilities and equipment
  • Developing and applying maintenance schedules
  • Organising repairs and improvements to facilities and equipment

Environmental Conservation
  • Applying legal and good practice requirements for efficiency and sustainability
  • Helping to develop policies and procedures for conserving the environment
  • Making sure environmental policies and procedures are implemented correctly
  • Helping to educate others on environmental issues

Managing Information
  • Researching and storing information
  • Providing advice and information to others
  • Maintaining confidentiality
  • Running meetings

Evaluating, developing and promoting leisure services
  • Monitoring and evaluating current provision
  • Designing new services in response to identified needs
  • Promoting new services to potential client groups

Planning and Organising Leisure Services
  • Developing operational plans for new services
  • Implementing operational plans
  • Monitoring and evaluating the operation of new services

Managing Projects
  • Identifying the need for a project approach
  • Scoping and planning projects
  • Allocating people and resources to project activities
  • Monitoring projects and providing support to those involved
  • Evaluating and reporting the outcomes of projects

Sales
  • Identifying customer needs and expectations
  • Communicating effectively with customers
  • Explaining key benefits of products and services
  • Interpreting customer behaviour
  • Dealing with customer queries and objections
  • Sealing the deal

Sport/ Leisure Management Knowledge Mapping

Endorsement Criteria / Evidence in support of meeting the criteria
The Structure of Sport in the UK UK-Wide
  • The structure and function of Government departments and their relationship with the UK and Home Nation Sports Councils and their international links.
  • The complex nature of key agencies and their relationship with each other (UK and Home Nation Sports Councils, Chief Cultural and Leisure Officers Association, Youth Sport Trust, sports coach UK, SkillsActive, CCPR, British Olympic Association, Sports Institutes etc).
  • Funding for leisure and how it is administered e.g. Exchequer, Lottery, sponsorship and the increasing commercial sector and revenues such as TV funding.
  • The structure and functions of National Governing Bodies (NGB).
  • Professional Bodies and Registers
  • The connection between the key national agencies and the regional/sub-regional infrastructure.

The Structure of Sport in the UK Regional and Sub-Regional
  • The connections between sport and broader regional infrastructure and the opportunities this brings.
  • The regional and county structure and functions of NGBs where appropriate
  • The sub-regional (or County) sports partnerships infrastructure, their networks and connections to national agencies, regional/county Governing Bodies and local organisations.

The Structure of Sport in the UKLocal
  • The local provision of Leisure facilities and activities through Local Authorities, sports clubs and other community providers.
  • The local infrastructure and partnerships in leisure and how they connect, for example community sport/ physical activity networks
  • Local funding for Leisure and how it is administered e.g. Local Government, Local Sports Councils, minor grant schemes and community and charity based initiatives.
  • Awareness of relationship and partnerships between Physical Activity, Leisure and health professionals and the strategic links between their infrastructures

The Background and History to Leisure Operations
  • Key interventions that impacted on the development of Leisure provision in the UK
  • The impact of the National Lottery – BIG Lottery Fund – in funding Leisure facilities.
  • The impact of London 2012 and its legacy for Leisure in the UK
  • Ensuring Effective Performance
  • Service review and Performance Indicators and their role in allowing services to be compared.
  • The performance agenda in England through CPA, in Scotland Best Value, in Wales through the Welsh Programme for Improvement and in Northern Ireland through the work of the Public Service Improvement Unit and their role in driving improvement in the delivery of public services.

Dimensions of Leisure Management General
  • Types and structures of public sector organisations providing Leisure services.
  • The role of the private sector in the provision of Leisure services.
  • The contribution of the third (voluntary) sector to the provision of Leisure services.
  • The role of dual-use facilities.
  • Relationships between the public, private and third sectors.
  • Different management styles in the public, private and third sectors and models of good practice.
  • Types of quality schemes, for example, QUEST, National Benchmarking Service (Sport England), FIA Code of Practice, Charter Mark, Investors in People, ISRM Pool Safety Award, Club Mark.
  • Specialised sub-markets of leisure, each with unique characteristics for example, Arts and Entertainment, Children’s Play, Library and information services, Museum and Cultural Services, Parks, Green space, countryside, Sport, sporting facilities and programmes, Tourism and Visitor Attractions including Heritage, Youth Services

External Policy impacting on Leisure Management General
  • The social and situational circumstances that affect participation e.g. income, age, life stage, social class, social climate, & perceived opportunity.
  • International, national and local political ideology and policy that influences sporting policy and processes, e.g. Lottery funding and free-swimming initiative
  • The Government’s commitment to public sector modernisation.
  • Equality issues e.g. age, disability, gender, race, religion and belief, sexual orientation, gender reassignment, social class and sporting ability.
  • The community cohesion agenda and its impact on Leisure provision.
  • The relationship between Leisure Management and Sports Development.
  • Health, safety and welfare concerns in Leisure provision and the risks of litigation
  • The impact of economic changes on Leisure provision and demand for Leisure services.
  • Legislation that impacts on leisure provision

External Policy impacting on Leisure Management Health & Wellbeing
  • The Chief Medical Officers report “At least 5 a Week” outlining the evidence of the need for physical activity for healthy lives and the range of other physical activity and obesity strategies and intervention programmes.
  • The impact of physical activity on health in the context of Leisure provision e.g. physical activity levels sufficient to achieve health benefits and reduce obesity.
  • Trends in physical activity levels and differences according to equality and diversity issues.
  • The barriers to physical activity, how to address them, and Leisure professionals’ contribution to physical activity, health and wellbeing agendas.
  • National (UK) or devolved targets for levels of physical activity to achieve a health benefit and obesity targets particularly those established as part of the National Indicator set for Local Authorities.
  • The psychological and social benefits of Leisure participation.

External Policy impacting on Leisure Management Children and Young People
  • The importance of schools and children and young people as a customer base for Leisure provision.
  • The impact of educational policies upon sport such as inspections, capital investment schemes and the development of models of school provision
  • The development of the specialist schools network and the developments in Further and Higher Education sport and dual use facilities.

External Policy impacting on Leisure Management Local Government Modernisation and Improvement
  • Local Government’s role in the shaping of place through the establishment of local strategic partnerships and themed partnerships.
  • Local Authorities’ structure and the implications for Leisure provision.
  • The improved data set across sport and physical activity to support market segmentation.
  • Increasing expectations on the Voluntary Sector as a provider of public services.

Dimensions of Leisure Management Community Development
  • The role of Leisure facilities in the communities and community planning.
  • The importance of engaging with the community.
  • Developing the community ‘through’ Leisure.
  • Promoting community cohesion through the use of Leisure facilities.
  • Different user groups, for example schools, clubs, community groups, and their different expectation.

Dimensions of Leisure Management Leisure Facilities
  • Different types of Leisure facilities and their uses.
  • How to adapt facilities for different purposes, for example events
  • The range of different types of competitions and events that take place in Leisure facilities.
  • Environmental conditions and equipment set-up appropriate to different types of events and competitions.
  • How to make best use of multiple use facilities.
  • The operational requirements of leisure provision, eg pool plant

Dimensions of Leisure Management Workforce Development
  • The role and importance of workforce development in Leisure.
  • The importance of continuing professional development for all members of staff to ensure the needs of different user groups are met.
  • Workforce development planning methods.
  • The use of National Occupational Standards to support the professional development of people.
  • Sources of funding available to support workforce development.
  • Opportunities for work experience in Leisure facilities to develop people in the community.
  • The issues relevant to the employment and deployment of volunteers, coaches and officials