AS tr a ASA Strategic Plan AS tr - MonsonThe ASA is recognised by the National Skills Academy (NSA) as a Centre of Excellence training provider with a wide international influence

ASA Strategic Plan 2013-17-2017

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ASA Strategic Plan 2013-17

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”

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.


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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

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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.


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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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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.


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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


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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


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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


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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



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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

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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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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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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.


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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

00797ASA

Documents

AS tr a ASA Strategic Plan AS tr - MonsonThe ASA is recognised by the National Skills Academy (NSA) as a Centre of Excellence training provider with a wide international influence