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ASA Strategic Plan 2013-17-2017
2
ASA Strategic Plan 2013-17
3
”
Introduction
“In 2012 the Swimming
in Britain Vision was
redeveloped with the
industry. It states that
National Governing
Bodies should provide
the leadership and
direction to ensure
Swimming should
remain the most popular
sport in the UK
In order to achieve this position in Britain, Swimming must actively ensure:
• Everychildlearnstoswim
• Morepeopleswimregularly
• Moremedalsontheworldstage.
ASA Strategic Plan 2013-17
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The ASA recognises
it cannot deliver its
2013-17 strategy in
isolation; success will
be measured through
the maintenance and
development of existing
partnerships in the
Aquatics industry and
identifying new partners
for engagement up to
and beyond 2017.
SixStrategicObjectives:
1 Toincreasethenumberofschoolsprovidingquality
swimminginlinewithASAguidelinesaspartofa
locallearn to swimnetwork.
2 Tomaximisetheeffectiveuseofavailablewaterspace
inEnglandinorderto attract, retain and grow the
number of people taking part in regular aquatics
activities.
3 Tobuild,developandmaintainaquality sustainable
club infrastructure and networkthatmeetsthe
needsofthecommunityitserves.
4 Toincreasethesize and success of the English
talent pool.
5 Toimprovetheskillsandtechnicalcapabilitiesofthe
aquatics workforceanditsabilitytoinnovate.
6 ToenhancetheASA’sleadershipoftheswimming
industry.
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1 55%ofSchoolsprovidingschoolswimming
inlinewithASAschoolswimming
recommendations
2 Anetincreaseinoverallparticipationin
Swimmingby2017of110,000participants
a)Increasingthenumberofadults(26+)
participatinginSwimmingby88,000
b)Increasingthenumberof16-25yearolds
participatinginSwimmingby22,000
c)Increasingthenumberofdisabledpeople
regularlyparticipatinginSwimmingby15,500
3 84FormalClubNetworks
4 a)6000Increaseincategory2memberships
b)AnIncreaseinthenumberofQuality
Swimmers,measuredby:
Synchronised Swimming–minimumof4
athletesfromtheEnglandTalentProgramme
selectedforGBjuniorteam
Disability Swimming –aminimumof24
swimmersfromtheEnglandTalentProgramme
Swimmerswhoachieveconsideration
standardsforWorldClassDisabilitySwimming
Programmes
Diving–Aminimumof4Diversfromthe
EnglandTalentProgrammewhoprogressonto
worldclasspodiumpotentialprogramme
Swimming–aminimumof32swimmerson
theEnglandTalentProgrammewhoachieve
theworldclassprogrammepooloropenwater
considerationstandards.
Water Polo–Women’sU17team6thin
EuropeanChampionships–Women’sU19
team5thintheEuropeanChampionships
–Men’sU17team11thintheEuropean
Championships–Men’sU19team10thinthe
EuropeanChampionships
5 85%satisfactionsurveyofemployers/clubs
aroundtheskillsoftheirworkforce
6 85%satisfactionsurveyofstakeholdersaround
theleadershipoftheASA
2017 Key Performance Indicators
5
ASA Strategic Plan 2013-17
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Key Successes and Outcomes 2009-13
British Gas England Talent Development Programme In the last three years, the Talent Development Programme has delivered:
• ThedevelopmentofnineBeaconprogrammes
• Thedevelopmentof14highperformancetalentclubprogrammes
• 400athletesaccessingAASE,resultingin70%successrate
• 84newswimmerdisabilityclassifications
• A49%improvementinthenumberofEnglishworldrankedathletes,farexceedingtheoriginaltargetof10%
Facilities In the last three years the Facilities team, through its work with Clients, Local Authorities and Industry Partners has influenced the following:
• Thesavingofatleastfivepoolsfromclosurethroughfundingandexpertisesupport
• Thesupported63newsiteswithswimmingpools
• Haveinvestedwholesportplanfundingof£1,033,00across32projectswhichhasgivenatotalinvestmentreturnof£7.8minpartnershipfunding
• Upgradedandredeveloped41learnerpoolsacrossthecountry
• CompletionofthreenewandtworefurbishedDivingfacilities
• Estimatethatanadditional2millionpeoplehavebenefitedfromvariousschemesthathavereceivedWSPfunding
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Marketing & Sponsorship In the past three years the ASA has built strong working relationships with partners, including British Gas, Speedo and Kellogg’s, giving us additional investment and access to their large customer bases. The ASA has organised and operated successful national campaigns including the Big Splash, in conjunction with the BBC, which:
• Deliveredsignificantpublicityforswimmingingeneral-estimated£10mworthofcoverage
• Galvanisedthepoolindustryanddeliveredanenhancedoffertoconsumers
• ExpandedourdatabasemarketingandCRMcapabilitybyover50,000people
• ProvidedafantasticplatformforourBBCpartnership
• BoostedSwimathontodeliveritsbesteveryear
Workforce Development In the past three years the ASA has continued to design, develop, deliver and award various quality education and training programmes. The ASA is a unique Governing Body of Sport as it can provide a fully inclusive workforce package, informed by insight activity conducted with its direct customers and consumers. In summary, the ASA includes:
• AnOfqualrecognisedawardingorganisationwhichoverthepastfouryearshascertificatedover25,000qualifications(coaching,teachingandinstructing)and20,000CPDs
• AGrade2Ofstedinspectedtrainingprovider–theInstituteofSwimming(IoS)–deliveringindustry-wideeducationprogrammesinclusiveoftechnicalqualificationsandapprenticeships
• Trainingfor6000volunteersperyear
TheASAisrecognisedbytheNationalSkillsAcademy(NSA)asaCentreofExcellencetrainingproviderwithawideinternationalinfluence.WehavesharedexpertiseandproductswithSouthAfrica,JordanandIrelandinthelast24monthsandaredevelopinginnovativeeducationprogrammesincludinge-learningcapabilities,flexiblecoursedeliveryandbespokeeducationprogrammes.
Customer/Partnership Relationships In the past three years the ASA has continued to build strong relationships.
• Contractualrelationshipswithover1,500poolsincludingallofthemajorpooloperatorsandcorecitiestopurchaseproductsandservicesfromtheASA
• Wehaveafurther1,500poolswherewehaveagreementstodelivereducationcoursesfortheworkforce
• GoodrelationshipswithindustrypartnerssuchasChiefLeisureOfficersAssociation(CLOA),SPORTA,FitnessIndustryAssociation(FIA)
• StrongrelationshipswithsupportpartnerssuchastheYouthSportTrust(YST),sportscoachUK(scUK),EnglishFederationofDisabilitySport(EFDS),SkillsActiveandtheCharteredInstitutefortheManagementofSportandPhysicalActivity(CIMSPA)andanemergingrelationshipwithStreetGames.
ASA Strategic Plan 2013-17
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Learn to SwimSwimming’s vision
includes the clear
statement “every child
learns to swim” this
opportunity should be
provided through a fully
inclusive programme,
regardless of age,
ability or ethnicity.
TheASA’sobjectiveistocreateaseamlesspathwayforchildren(0–13years),throughaneffectivenetworkofdeliverypartners,fromnonswimmerstohavingtheabilitytoswimcompetently.
OurobjectiveislinkedtothatoftheGovernment’s-thateverychildshouldhavetheopportunitytolearntoswimatprimaryschool.Arobustmeasureshouldbeputinplacetoensurethatpupilscanswimunaidedforasustainedperiodoftime,overaminimumdistance,usingarecognisedstroke,whichwillcontributetothembeingsafeinandaroundwater.ThisshouldbeachievedbythetimetheyreachtheendofKeyStage2(theendofprimaryschool).
TheASAwillmonitorthisbycarryingoutanannualSchoolSwimmingCensusofKS2attainmentlevelsatprimaryschool.
In order to deliver its objective the ASA must ensure that children and parents have access to:
• Theappropriatelearningenvironment
• Anappropriatefacility
• TheappropriateworkforceateachstageoftheLearntoSwimprogramme
• Appropriaterewardschemes
• AppropriatereferralprogrammesfromLearntoSwim
The responsibility for leading on the teaching of swimming, inclusive of all Aquatics, rests with the ASA. However in order to deliver its strategy, engagement must happen with the following key delivery partners:
• Pooloperators
• Schools
• Swimschools
• ASAclubs
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To support its partners the ASA will:
Provide leadership Through:
• Appropriateresearchandmarketintelligence
• MaintainingtheongoingdevelopmentofappropriateLearntoSwim/watersafetyprogrammes
• Theprovisionof,developmentandongoingsalesofanawardsscheme
• TherecognitionofqualityLearntoSwimprogrammes
• AppropriatereferralprogrammesbetweenLearntoSwimpartners,clubsandotherAquaticactivities
• LobbyingofGovernmenttoraisetheawarenessofschoolswimming
Facility advice and supportThrough:
• ImprovingaccesstoawiderrangeoffacilitiestoallowLearntoSwimprogrammestobedelivered
• Adviceandguidanceonrefurbishmentsandnewbuilds
• Adviceandguidanceonimprovingdisabledaccesstoswimmingpools
Provide qualifications and trainingThrough:
Delivery of training and ongoing personal development programmes for:
• AssistantSwimmingTeachers
• SwimmingTeachers
• SchoolTeachers
Provide support, advice and guidance regarding disabilityThrough:
• DeliveryofAlphaAwardsaspartoftheBritishGasASALearntoSwimFramework
• Trainingforteachersondisabilityintegration
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ASA Strategic Plan 2013-17
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More People SwimmingThe ASA is committed
to increasing the
number of people
swimming on a regular
basis and will, over the
next four year period,
work with its customers
to deliver a net increase
in overall participation
in Swimming.
CustomersarecriticaltothesuccessoftheASA’sdrivetoaddressparticipationinSwimming.TherelationshipbetweentheASAandit’scustomersmaychangeovertimeandneedstobeacollaborationthatallowsflexibility,yetstillachievestheultimateoutcomes.
Importantly,therelationshipneedstobeinformedbyqualitylocalinsighttoenableitscustomerstoprovideSwimmingactivitiesthatsatisfythelocalmarketthrougheffectivepoolprogramming.Furthermore,theASAneedstoworkwithitscustomerstoensureitcanefficientlymonitoranyinterventions-tounderstandtheimpactandtomakeanynecessarychangestoensureitsworkcanhavetheeffectitstrivesfor.
TheASAwillworkinpartnershipwithcustomersanddevelopa‘coreoffer’ofservicethatwillsatisfyconsumers’needsandmotivations.TheASA’scoreofferisacombinationofsolutionswhichinvolve:
Insight –understandingthelocaldemographic,theirneedsandmotivations
Facilities –providingexpertiseandguidanceonallaspectsofpooldesign,buildandoperationalmanagement.Ensuringfinanciallysustainablefacilitieswhichmeetthedemandsofthelocalcommunity.
Pool programming –usingthewaterspacetobestmeettheneedsofthelocaldemographic
Workforce –developingaskilledandqualifiedworkforcetoprovideaqualityexperienceforconsumers
Marketing –complementinginterventionswithappropriateandflexiblemarketingproducts.
ASA Strategic Plan 2013-17
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To increase participation the ASA will:
• Focusitsworksoitcanhavemaximumimpact–youngpeopleaged16-19,femalesaged35+anddisabledpeople
• Targetexistingconsumerswhoswim‘occasionally’(monthly)orwhoswimforlessthan30minutes,toswimmoreregularlyandforlonger
• Attractlapsedparticipantsbacktoswimmingbyunderstandingtheirneedsandworkingwithcustomerstoprovidemoreappropriateswimmingexperiencesinthefuture
• Investinresearchandinsightcapabilitiestodevelopnewandinnovativeproductsandservicestomeettheneedsofconsumersandcustomers
• Workwithcustomersonpoolprogrammingandopeningtimestomeettheneedsofconsumersandbuildonexistingcustomerrelationshipstoensuremorewaterspaceisavailabletoincreaseaccesstoswimmingopportunities
• Investinitsownbusinesspracticestoensurecontinuousmonitoringandevaluationofdesignatedworkareaswithourcustomersandconsumers.
• Workwiththesponsorstodevelopanddeliveractivationprogrammeswhichencourageincreasedparticipation.
The ASA will support its partners by:
1. Providing leadership in the development of insight led programme areas
• LearnandImprove–ThiswillincludeinterventionsthatsupportYoungPeopleandadult‘LearntoSwim’and‘Improver’
• CommunitySwimming–Thiswillincludeformalaquaticactivitythatcanrangefromafter-school‘aquaticyouthclubs’,new‘communityclubs’,linkstootheraquaticactivitysuchassurf-lifesaving,mastersswimming,‘swimathons’andopenwatermassparticipation.
• HealthandWellbeing–Thiswillfocusontheuseofswimmingasatoolforhealthandwellbeinge.g.BritishGasSwimfit,activeworkplaces
2. Improving customer relationships
The ASA works with a wide range of customers who own or operate pool facilities. These include Local Authorities, Trusts, Private / Commercial Operators, Schools, FE & HE Institutions, Hotels and Holiday Parks. In order to meet its outcomes the ASA needs to increase its sphere of influence with its customers. To do this it needs to:
• Increasethenumberofcustomersitengageswith
• Developformalpartnershipagreementswithitscustomers
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3. Development of local aquatic networks
• TheASAwantstoworkwithitscustomerstocoordinatetheiraquaticprogrammingacrossanetworkofpoolssothattheneedsofthelocalcommunitycanbemet.Workingwithcustomersandpartnerswithindefinedareas,thisislikelytobealocalauthority,butnotalways.TheASAwillundertakeabusinessanalysisofalloftheavailableaquaticfacilitiesinthearea(includingschoolandeducationestablishments,commercialandotheroperatorssuchashotelandholidayparks,whereappropriate).
• Fromthis,alocalaquaticstrategywillbedevelopedacrosstheareawiththeaimofmaximisingpoolusage.Whereappropriate,thismayleadtotheopeninguportheredevelopmentofschoolpools.TheASAwillprioritisethoseschoolpoolswithinlocalaquaticnetworkstoensurethatanyinvestmentwilladdadditionalcapacitytothelocalarearatherthanjustmovingregularswimmersfromexistingpools.
4. Development of aquatic community clubs
• Toensureappropriateopportunitiesareavailablefor‘semiformal’swimming,thereisaneedtodevelop‘NewClubs’–communityclubs.ThesecommunityclubsmayincludeSatelliteclubs,AquaticYouthClubsandDoorStepClubs.
• Acommunitycluboffersorganisedaquaticopportunitiesonaregularbasis,tomeettheneedsofthelocalcommunity.ThistypeofclubdoesnotparticipateincurrentASAorganisedactivitiesbuthasaffiliatedmembers.
• ThesenewclubsneedtolinktoexistingclubsandotherswithAquaticactivitysuchasTriathlonandSurf-Lifesaving;creatinganetworkofswimmingclubsthatprovideactivitiesappropriatetotheconsumers’needs.TheASAwilllooktoincreasethenumberofcommunityclubs.
5. Increased disabled swimmer engagement
Inordertoretainandincreasenumbers,bespokeinterventionswillneedtobeimplementedforeachdisabilitygroup.TodothistheASAwill:
• Useexistingprogrammestomeettheneedsofdisabledswimmers
• Adaptexistingprogrammessotheyareabletomeettheneedsofdisabledswimmers
• Developnewprogrammesthatarespecificfordisabledswimmers
• WorkwiththeEnglishFederationofDisabilitySporttodevelopa‘DisabilityFacilityKiteMark’
• Offerstructuredtaster‘aquaticsessions’sothatdisabledswimmerscanbesignpostedtoappropriateaquaticactivities
• Workinpartnershipwithothersportstodeliveropportunities,maximiseresourcesandincreaseinvolvement.
1414
Clubs
ASA Strategic Plan 2013-17
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The ASA is a multidiscipline NGB and encompasses the following:
• Swimming
• Diving
• SynchronisedSwimming
• DisabilitySwimming
• WaterPolo
TheASAiscommittedtosupportingclubswithineachdisciplinetodevelopasqualityself-sustainableinfrastructures,whichservetheneedsofitsmembershipandlocalcommunitywithprovisionfortalentedathletestoreachthetopoftheirgame.
To deliver this, the ASA:
• HasdevelopedaClubStrategythatwilldovetailwiththeASATalentProgrammeandVolunteeringstrategies.
• WillrecruitateamofClubBusinessDevelopmentOfficers,whowillworkcloselywithnetworksofclubstoprovidethesupportasoutlinedwithinthestrategy.
• WillensurethattheOfficersworkalongsidetheTalentdeliverystaff,AquaticOfficersandlocalpartnerstoensureaseamlesspathwayfromlearntoswimprogrammesintoAquaticclubsandtalentprogrammes.
Club StrategyThe key objectives within the Club strategy cover five core areas:
1. Developing a strong club infrastructure:
• Toprovideappropriateresourceandsupporttoclubsthatallowsthemtobecomefinanciallyviableorganisations,thatengagemorepeoplewithaquatics,andsecureappropriatewatertimetomeetthedemandsoftheirconsumersneeds.
• Tosupporttheclubtoprovideaclubaquaticofferthatprovidesaclearretentionpathwayforallconsumers,includingthosenotwishingtofollowthetalentpathwayprogramme.
2. Engaging new markets through partnership working and new opportunities:
• Tosupportclubstoidentifytheirtargetmarketsandadaptexistingactivityorintroducenewoffersthatengagesandretainsparticipants.
• Ensuringlearntoswimleaverscontinuetobeengagedinaquaticsthroughthecluboffer,rangingfrom8yearoldstoreintroducingyouthandadultswimmers,orintroducingnewmemberstoaclubenvironment.
3. Swim21 as a Quality mark:
The ASA will revise the Club swim21 programme to ensure that:
• InlinewiththereviewedLTAD,swim21supportstheASA’sobjectivestoprovideaclearandwelldefinedswimmerpathway.Swim21willencapsulaterisingstarsaswellasthoseconsumerswhohavereachedtheirpotentialbutdonotwishtoremaininthecompetitivestructure.
• Rolesandresponsibilitiesaredefined.Irrespectiveofanaquaticclub’splaceandpositioninthenetwork,allaquaticclubswillberequiredtoidentifytheirkeyroleandresponsibilitiestoassistwithsupportingtheathletethroughtheirathletejourney.
• Itprovidesclubswitharobustkitemark,brandanddevelopmenttool.Asaminimum,‘swim21Accreditation’willbeachievableforallclubstoensurethattheyaresafe,effectiveandchildfriendly.
• FurthermoduleswillbebuiltonthisbaseleveltorecognisethoseclubsthatareworkingwiththeASAtodeveloptheirclubwhilstbeingpartofanidentifiedeffectiveathletepathway/network.
4. Creation of strong club networks
• TosupportclubstobeakeystrategicassetofLocalAquaticNetworks(LAN);LAN’swillhaveclearbusinessagreementsbetweenallstakeholders,includingoperators,schoolsanddeliverersofswimming.ClubswillsitattheheartofLocalAquaticNetworks,ensuringthattheathlete,coachandvolunteerpathwayisprovidedthroughlocalcooperationandprovision.
• TodevelopandsupportbestpracticestoshareknowledgeandexperiencesthroughLocalAquaticNetworks,thevariousASAagencies,partnerships,forumsandstructurestoenhanceaquaticprovisionandincreaseathlete,coachandvolunteerrecruitment,retentionandprogression
ASA Strategic Plan 2013-17
16
5. Creation of effective pathways for swimmers and coaches
• Tocreateaneffective,seamlesstwo-waypathwayfortheswimmersinEngland,coveringfundamentalstagesfromLearntoSwim,intoaffiliatedclubs,throughtopodiumperformances.
• Thispathwayistoprovideaquaticswithcomprehensivecoverageofqualityassureddeliveryateverystageofathleteandcoachdevelopment
• Toensurethatswimmershavetheopportunitytoaccesstheappropriateenvironmentateverystageofdevelopmentthatmeetstheirpotential,needsandaspirations.
• ProvideswimmerswithaccesstotheappropriateCompetitionStructure,ateverystageofdevelopment.
Thediagramabovedemonstratesthekeyobjectiveswithintheclubstrategyandthesupportthatwillbeavailabletoclubstoachievethis.
CLUBS swim21Quality mark
Strong infrastructure
Strong club networks
New markets, new opportunities
Club
Busin
ess
Dev
elop
men
t Offi
cers
ASA
Regional and
Country Boards
Leisu
re P
rovi
ders,
Loca
l Aut
horit
ies,
Schools
etc
ASA Aquatic Officers
and Talent delivery
staff
Supportin
g the Athlete Pathway
Supporting the Athlete Path
way
ASA Strategic Plan 2013-17
18
Talent
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British Gas Talent Programmes
SwimmingTheBritishGasTalentProgrammeisshapedbytheaims,structureandprotocolsofBritishSwimming.Thisapproachwillensurethatalignmentofthecoreinitiativesdeliveredtoathletes,coachesandsupportstaffexistsatalllevelsofthepathwayinEngland.TheoveralloutcomeistoensurethereisanincreasednumberofqualityEnglishswimmersthathavethepotentialtoperforminternationallyandprogressontotheWorldClassProgramme,maximisingpodiumsuccess.
The key aims for the British Gas Talent Programme 2013-2017 in England are to:
• EnsuretheEnglishprogrammeisappropriatelyalignedwiththeWorldClassProgrammetocreateeffectivepathwaysforswimmers,coachesandsupportstaff.
• Ensuretheobjectives,syllabusandprotocolsforTalentProgrammeswimmers,coachesandsupportstaffarealignedwiththeninestagepathwayskillsmatrix,withprogressiontrackedthroughtheWorldClassPathway.
• MaximisethedevelopmentofidentifiedEnglishswimmersandworkwithWorldClasstomaintainandincreaseEngland’scontributiontotheachievementofGBtargetsforthe:
i. BritishGasGBRTeamsatseniorandjuniormeets
ii. EnglishTeamatCommonwealthandCommonwealthYouthGames
The programme will operate three strands, aligned with Stages 7, 8 and 9 of the World Class pathway:
7(AspiringProgramme)
8(EmergingProgramme)
9(FoundationProgramme)
Theprogrammeforeachofthethreestrandswillfacilitateanappropriateexposuretoeducationdays,trainingcamps,clubvisitsandcoachdevelopmentopportunities.Alltrainingandeducationalactivitieswillbedesignedanddeliveredinlinewithclearsyllabusoutcomes,designedandprogressedinpartnershipwiththeGBTalentDirectorate.
EnglandFoundationProgramme-Step9
EnglandEmergeProgramme-Step8
EnglandAspireProgramme-Step7
WorldClassPodiumPotential-Step4,5,6
WorldClassPodiumProgramme-Step1,2,3
ASA Strategic Plan 2013-17
ASA Strategic Plan 2013-17
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Synchronised SwimmingOverthenextfouryears,HighPerformanceandBritishGasTalentprogrammesneedtoworkcollaborativelytoimplementaclearpathwaytobecomeaworldclasssynchronisedswimmer(followingtheLongTermAthleteDevelopmentPathway).
NewathletesatHighPerformanceCentres(HPCs)willcomefromtheTalentprogramme.ThestandardsoftheseathleteswillneedtoimproveeveryyeartomatchtheSynchroGBriseintheworldrankings.TheseathleteswillneedtobepreparedtechnicallyandphysicallybutalsopsychologicallytojointheHPC.
ThreeTalentprogrammeswillremaininplace:JuniorNationalTeam,TalentSatelliteAthletesandTalentTeams.TheBritishGasTalentprogrammeswillhelpbuildbetterknowledgeoftheathletesfromayoungageandhelpmonitorandinfluencetheirprogressionbeforejoiningtheHPC.
AlotofworkwillbedonewiththecoachesofthesixASADevelopmentClubstoensuretheyprovidetherighttrainingtoTalentathletes;thereforemakingsureprovisionisinlinewiththeSeniorNationalTeamrequirementsandinternationalstandards.
The key aims for the British Gas Talent Programme 2013-17 in England are to:
• Applythephilosophy,standardsandtoolsofthecentralisedHPCtothetalentprogramme
• IncreasetrainingtimestoallowWorldClassdevelopmentof‘identifiedtalent’andsetupanefficientfollowupoftheyoungerathletestopreparethemforthenextlevelandtoeventuallyintegratethemsuccessfullytotheHPC
• Developandsupplytrainingprogrammesandmonitoringprocessestotheathletesandcoachestoimplementinclubs
• Provideopportunitiesforcoachdevelopment
Diving
British Diving & Home Country Athlete Pathway
TheaimoverthenextfouryearsistodevelopanddeliverafourstepTalentprogramme(Physical,Talented,Technical/TrainableandTailored)thatwillgiveaclearprogressionrouteforalltalentedathletesthatwillensuresupportandincreaseinthenumberofqualityEnglishdiversthathavethepotentialtoperforminternationallyandprogressontotheWorldClassProgramme,maximisingpodiumsuccess.
The key strategic aims for the British Gas Talent Programme 2013-17 in England are:
TodevelopanddeliverafourstepTalentpathwaythatwillgiveaclearprogressionrouteforalltalentedathletes:
Step1-Physical
Step2-Talented
Step3-Technical/Trainable
Step4-Tailored
TalentLevel1.Physical
TalentLevel2.Technical
TalentLevel3.Trainable&Transfer
TalentLevel4.Tailored
TASS
PodiumPotentialL1Junior
PodiumPotentialL2Senior
Podium
ExcelFunded
UKSportFunded
21
Programme Structure
Step 1: Physical-Workingwithdiversaged8to11yearsidentifiedbytheTalentManagerandcoachesofthe10talentclubs.
Step 2:Talented-Workingwithdiversaged9to12yearsassessedbytheTalentManager.
Step 3:Technical&Trainable-Diversaged10-13yearswhohaveprovenphysicalandtechnicalcompetenciesthathavebeentrackedonaquarterlybasisfortwoyearsasaminimum.
Step 4:Tailored-Thisstepwillidentifyareasofdevelopmentinthedailytrainingenvironmentorsupportforthefamilytomaximiseperformanceandtrainability.ThetailoredprogrammefortalentisthetransitionprogrammefromtalenttoWCPodiumPotential.DiverswillbeassessedininternationalcompetitionbeforenominationtoPodiumPotential.
Water PoloOverthenextfouryears,theWorldClassandBritishGasTalentProgrammewillworkcloselytogethertoimplementaclearpathwayforathletesinlinewithLongTermAthleteDevelopment(LTAD),andtocreateaneffectivesystemofdevelopingworldclassathletesthatwillensurethereisanincreasednumberofqualityWaterPoloplayersthathavethepotentialtoperforminternationallyandprogressontotheWorldClassProgramme,maximisingpodiumsuccess.
This can only be achieved through a focus on four key areas:
1.TalentHighPerformancecentre
2.Developmentofperformanceclubs
3.CompetitionSystem
4.CoachEducation
The key strategic aims for the British Gas Talent Programme 2013-17 in England are:
• ToprovidehighqualityleadershipviaWorldClassheadcoaches
• Toprovideacomprehensiveandtargetedcompetitiveprogrammeforallagegroupstounderpindevelopment
• Toprovideacomprehensivecoachdevelopmentandmentoringprogramme
Disability Talent ProgrammeThepastthreeyearshasseensuccessfulimplementationoftheplaygroundtopodiumframeworkwhichhasenabledtheassessment,throughCountyAthleteAssessmentDays(CAADS)of900+swimmerswhohaveexperiencedtheopportunitytogetinvolvedinSwimmingthroughclubs,LearntoSwimandrecreationalpathways.
WhilsttheplaygroundtopodiumframeworkattemptedtodeliveracrossthewholepathwayevidencecollatedindicatesthatalthoughsuccesseshavebeenevidenttheASAneedstoimproveon:
• Swimmeridentification
• Initialsupporttoassistthetransitionintoregularactivity
• Developmentofsessionsandclubs
• Developmentofpotentiallytalentedathletesthroughtheprovisionofindividualsupport,classificationandcamps
• Thecompetitiveprogrammesthatadherewithathletedevelopment.
• Coacheducationandmentoring
WiththeoveralloutcometoincreasethenumberofqualityEnglishDisabilityswimmersthathavethepotentialtoperforminternationallyandprogressontotheWorldClassProgramme,maximisingpodiumsuccess.
Aims
• Applythephilosophy,standardsandtoolsofthecentralisedHPCtothethreeBritishGasTalentprogrammes
• IncreasetrainingtimestoallowWorldClassdevelopmentof‘identifiedtalent’andsetupanefficientfollowupoftheyoungerathletestopreparethemforthenextlevelandtoeventuallyintegratethemsuccessfullytotheHPC
• Developandsupplytrainingprogrammesandmonitoringprocessestotheathletesandclubcoachestoimplementwhileinclubs
• Provideincreasedopportunitiesforcoachdevelopment.
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ASA Strategic Plan 2013-17
23
WorkforceThe ASA needs to
ensure the growth and
development of the
volunteer workforce
remains constant,
increasing in parallel
with the rate of growth
of the sport whilst
ensuring those involved
feel valued.
Externalfactorssuchastime,increasingdemands,expectationsandimposedredtapeareemergingandthereforecontributetoaplateauintheuptakeofvolunteering.
Focusingonensuringeachvolunteerisappropriatelytrained,deployed,rewardedandrecognisedwillinevitablyleadtoagreaterretentionofahighperformingworkforcethatfeelextremelyvalued.
TheASA’saimistodevelop,supportandretainacreative,dynamicandinnovativevolunteerworkforceculture.Inordertodothis,theASAneedstoenhanceitsrelationshipwithitsvolunteerstoensureeachvolunteerhastheopportunitytobe:
• Recruited
• Trained
• Deployed
• Rewarded
• Retained
The key strategic aims for the Volunteer Programme 2013-2017 in England are to:
• Reduceparticipationbarrierstohelpclubsrecruitvolunteers
• Createalocalisednetworkofvolunteerstoembedongoingopportunities
• Ensurethattheprovisionofrolespecifictrainingismoreaccessibleforvolunteers
• Enhancethebenefitsofvolunteeringinswimmingbyestablishingaprocesstoformallyrecognisetheskillsdevelopedthroughvolunteering
• Utilisethevolunteerpathwayasamechanismtoretainparticipantsaftertheyretirethusincreasingthenumberof11-25yearoldsactivelyvolunteering,andremaininginthesport
• DevelopnationalandregionalpartnershipswiththeNationalCouncilforVoluntaryOrganisationstoprovideexpertiseinrecruitingandretainingvolunteers,acrossarangeofareaswhichwillenhanceongoingsupport.
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ASA Strategic Plan 2013-17
25
Workforce DevelopmentInthepastthreeyearstheASAhascontinuedtodesign,develop,deliverandawardvariousqualityeducationandtrainingprogrammes.TheASAisauniqueGoverningBodyofSportasitcanprovideafullyinclusiveworkforcepackage,informedbyinsightactivityconductedwithitsdirectcustomersandconsumers.Insummary,theASAincludes:
• AnOfqualrecognisedawardingorganisationwhich,overthepastfouryears,hascertificatedover25,000qualifications(coaching,teachingandinstructing)and20,000CPDs
• AGrade2Ofstedinspectedtrainingprovider–theInstituteofSwimming(IoS)–deliveringindustry-wideeducationprogrammesinclusiveoftechnicalqualificationsandapprenticeships
TheASAisrecognisedbytheNationalSkillsAcademy(NSA)asaCentreofExcellencetrainingproviderwithawideinternationalinfluence.TheASAsharesexpertiseandproductswithSouthAfrica,JordanandIrelandinthelast24monthsandaredevelopinginnovativeeducationprogrammesincludinge-learningcapabilities,flexiblecoursedeliveryandbespokeeducationprogrammes.
The ASA is committed to delivering the outcomes of the SPELG report (Sport and Physical Activity Employers Leadership Group) which states that they wish to have:
• Onequalificationsystemfortheindustry
• Asinglequalitysystemfordelivery
• Employeestohavetrainingplanslinkedtotheactivepassport.
The key strategic aims for the Workforce Development Programme 2013-17 in England are to:
• Developnewandimproveexistingpackagesofeducationandtraininginlinewiththeonequalificationsystem
• Workwiththeappropriateagenciestodevelopasingleregistrationsystem(linkedtotheactivepassport)toallowrecognitionoftrainingandthedevelopmentofemployeetrainingplans
• Workwithemployerstoundertakeanorganisationaltrainingneedsanalysis/individualtrainingneedsanalysisthatmeetsthestrategicneedsoftheemployer,whichisthendeliveredbytheIoSandaccreditedbytheASAAwardingBody
• Continuetoinvestintoitsdeliveryresourcesandworkforce(i.e.tutors,verifiersande-learning)
• Expanditstraining(courses/CPDs/Apprenticeships)acrossallareasoftheleisureworkforce.
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Leadership
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Marketing & SponsorshipOverthenextfouryearcycletherewillbeanemphasisonensuringthatthereisearlymarketinginputintoproductdevelopment.Majormarketingcampaignswillalsobedevelopedtoensurethattheyaretargetedandfocused,whilstalsoachievingthelevelofexposurerequiredinordertohelpachieveourparticipationtargets(takingintoconsiderationanaturaldropout).
The key strategic aims for marketing during 2013-17 in England are:
• TousemarketingandcommunicationstosupportthemainprogrammeswithintheASAstrategy
• Todevelopandimplementcampaignstosupportkeyproductswithinthemainprogrammes
• Toleadnationalcampaignsandworkcloselywiththepoolstodeliverlocalmarketing
• ToenhancetheASAbrandtoensureitisseenastheindustrystandardandthetrustedauthorityinAquatics
• Tofocusresourcesonkeyaudiences.AlthoughswimminghasbroadappealtheASAwillensurecampaignsarefocusedformaximumimpact
• Tocontinuetodevelopoursuccessfulmarketingdatabasewhichcurrentlyreachesover400,000contacts.
FacilitiesTheASAworkinginpartnershipwithSportEnglandseektoachievethedevelopmentofastrategicnetworkofaccessibleandfinanciallysustainablepoolsacrossEngland.WeaimtogiveadviceandguidancetoLocalAuthoritiesandotherpoolproviderstoachievewelldesignedandmanagedpoolscateringfordemandacrossthedevelopmentcontinuumofswimming,ensuringpoolsare:
• Widelyavailabletothecommunitythroughouttheyearandnotrestrictedthroughexclusivemembershiporpricingpolicies
• Sitedinlocationsconvenientforusersandeasilyaccessibletothewholecommunity
• Welldesignedandconstructedtoahighstandardofmaterials
• Designedtoaccommodateeffectiveprogramming
• Sustainable;beingresponsivetoenvironmentalissues
• Costefficientindesignandoperation.
TheFacilitiesteamwillworkintheareaswheretargetedinvestmenthasbeenidentifiedinordertofurthergrowparticipationandimprovetalent.WewillworkcloselywithpoolownersinthedevelopmentoftheirprojectstoapplyforcapitalfundingandwillassistSportEnglandtomakestrategicdecisionswiththeawardingofcapitalgrants.Thiswillensurethatweareabletoguidethedirectionofourpooldevelopmentstrategyandgivethebestpossibleoutcomeforincreasingparticipationandthedevelopmentofthesport.
ASA Strategic Plan 2013-17
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ASA Strategic Plan 2013-17
Governance Structures & PartnershipsUnder Pinning Principles This section addresses the core values, which underpins the ASA strategy. The main areas are:
Environmental Impact• MaintainourcertificationforBS8555EnvironmentalManagementSystem
• Tominimiseanyadverseimpactontheenvironmentbyidentifyinghazardsandimplementingpreventativemeasures
• Preventingpollution,reducingwasteandensuring,whereverpracticable,thatmeasuresareimplementedtoprotectandpreservenaturalhabitats,floraandfaunawhilsttakingintoaccounttheeffectsoperationsmayhaveonthelocalcommunity
• Promotingenvironmentalawarenesstosuppliers,contractorsandpartnersthroughtheimplementationofappropriateoperationalprocedures
• Seekingtoworkinpartnershipwiththecommunitybybehavinginaconsiderateandsociallyresponsiblemanner
• Ensuringeffectiveandexpedientincidentcontrol,investigationandreporting.
Governance Ensurealllevelsofthesportareoperatingeffectivelywithinamodernisedinfrastructure.Allbusinessactivitiesandprocessesmuststandthetestofinternalandexternalscrutiny.Thereforethoseinvolvedinthesport’sgovernancemustcomplywiththesevenprinciplesofpubliclife:selflessness,openness,integrity,objectivity,accountability,honestyandleadership.
Sustainable FinanceEnhanceandincreaseincomestreamsbyextendingtheASAcommercialactivitiesandthroughattractingandretainingsponsorsandpartnerstosupportdifferentactivitieswithinthesport.TheASAintendstoinfluencedesignteamstoincorporatethelatestenergysavingtechnologiesintonewprojects.
TheASAwillcontinuetodeveloprelationshipswithGovernmentdepartments,nationalorganisationsandothernationalgoverningbodiestomaximiseitsobjectives.
Equality TheASAiscommittedtotacklingdiscriminationandpromotingequality.IndesigningthisStrategytheASAhasbeenmindfulofitscommitmenttopromoteequality.InachievingtheIntermediateleveloftheEqualityStandardforsport,theASAhasgenuinelydemonstrateditscommitmenttoequalityand,indevelopingthisStrategy,ithassoughttofulfilthiscommitmentandbuilduponittoachievetheAdvancedleveloftheEqualityStandardsby2017.
TheASAbelievesintheprincipleofsportsequalityandwillworktorecogniseinequalitiesandtakepositiveactiontoovercomethem.
TheASAwillworktoensureasafeandencouragingenvironmentinwhichchildrenandyoungpeoplehaveopportunitiestogainenjoymentfromthesport.
Allthoseinvolvedinthesportshouldcomplywithprinciplesoffairplaytoensureallparticipantsdevelopmoralvirtues,dedication,integrity,courageandfairness.
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What we value
Core ValuesCorevaluesshapethecultureoftheOrganisation,howweworktogetherandhowwecommunicate.Theydrawonandpromoteourstrengthsandeachsupportstheother.Ourcorevalues–innovation,opportunityandtrust-defineourcharacterandguidehowweactandtreatothers.
InnovationOpennesstoideasanddifferentwaysofthinking,preparedtobechallenged,toshareideas,displayingdeterminationanddrive.Webelievethisvaluealsoconveysthedesiretoimprove,neversettlingfor‘goodenough’,andbelievingthatchangecanbringbenefitsandthateveryonecanplaytheirpart.
OpportunityAcommitmenttocreateandtograspopportunities,recognisingchancesfordevelopmentandlearning,fornewexperiences,partnershipsandsuccessbothforourselvesandothers.Notbeingafraidtotryandforanorganisationtorecognisetheimportanceofcreatingopportunitiesforthoseworkingwithandfortheorganisationandsignalsacommitmenttosupport.
OpennessOpennessisatwo-wayprocess:itinvolvessharingandcollaboration.Thisvalueisfundamentaltous.Opennessbringswithitresponsibilityandcertainexpectations;itcallsforfreeandopencommunicationwithothers.IfpeoplecanbeopentheyfeelvaluedandwanttocontributetothesuccessoftheOrganisation.
Contact the ASAPavilion 3, SportPark, 3 Oakwood Drive, Loughborough University, Leicestershire LE11 3QF
Tel: 01509 618700 | Fax: 01509 618701 | www.swimming.org
2013-17-2017
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