Athletics Whole Sport Plan 2013-2017
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Athletics Whole Sport Plan 2013-2017
Foreword
Foreword
On behalf of Athletics in England, we are delighted to present this
submission for review. Our partnership with Sport England has been one
of great success over recent years, during which time athletics has played
a significant role both in getting the nation active, and in contributing to
the development of a World leading Community Sport system.
Our objective is to continue our partnership with Sport England to make athletics
the most popular individual sporting activity in England, supported by a world
leading community athletics network. We will attract and retain 3 million
participants by 2017. Together we can build an Athletic nation.
N Participation in athletics has continually increased between 2009 and 2011, as
measured by Active People.
N Sport England research points to significant un-met demand in the years ahead.
Athletics’ potential has still to be reached.
N We have recruited and trained over 3,500 new community running leaders who
now operate approaching 1,000 new running groups where over 68% of
members have been running for less than two years.
N We have created a community sport system of 52 Athletics networks, covering
the country, and engaging directly with over half a million participants.
N The affiliated sport (competing club members) has grown from 98,000 to
120,000 in three years (2009-12) and our plans prepare our sport to respond
positively to continual growth in the coming years.
N The NGB was voted ‘NGB of the Year’ at the 2011 Sports Industry Awards.
N UKA and England Athletics were jointly awarded NGB of the Year by
SportsCoach UK, in recognition of the Coaching and Talent programmes
(funded by Sport England).
N Our national and local coaching programmes have directly engaged over 1,000
coaches, sustaining participation of 30,000 athletes and contributing over
200,000 hours of coaching. We have continually exceeded our Sport England
targets for talent during the period 2009-13.
N UKA has invested a separate ‘Legacy Award’ (paid via Sport England) to
completely rewrite and modernise the formal coach education and qualification
system, creating a genuinely World Leading exemplar which will benefit the
sport for decades to come.
page iii
N We have a well defined ‘route map’ to maximise the legacy potential of the
Foreword
2012 Games, having secured the right to host the 2017 World Athletics
Championships at the Olympic Stadium.
This funding submission highlights the alignment between interventions and
outcomes for which we seek Sport England funding, with our wider NGB
objectives. We have in each core intervention (referred to as ‘strands’) identified
the key actions and investments we regard as essential to maintain our previous
successes in increasing participation, retaining participation and developing our
talent pool. Underpinning these intervention programmes there is an established
delivery capacity with a proven track record of delivery against objectives.
To build on the success of the current Whole Sport Plan, this 2013-17 submission is
focussed on the refinement, evolution and sustainability of our current strategies –
we have delivered a step change and the scope for further success is demonstrable
and defined. The investments we have made in key areas such as networks, school-
club links, coaching networks, talent retention and community running groups can
now be augmented with the introduction of new products and campaigns to
further engage the nation in athletic participation.
The focus of our investment will, as in 2009-13, remain in local activation staff,
continuing to build on partnerships and local need to deliver maximum impact in
response to local demand. Indeed 41% of our investment across our Running,
Clubs & Schools - Athletics Networks and Recreation programmes will be spent on
individuals working locally in communities.
Our submission is based upon credible evidence, realistic targets and robust
measurement, built on a proven track record.
John Graves Niels de Vos
Executive Chair, Chief Executive
England Athletics UKA
page iv
Executive Summary
Executive Summary
The Ambition
This plan outlines a strategy to attract and retain 3 million athletics participants by
2017, from a current base of 1.9 million as measured by Active People. It aims to
cement athletics as the most popular individual sporting activity in England,
supported and inspired by a world leading community athletics network engaging
clubs, schools, local authorities and sports development partners.
Our ambition is to make England an athletic nation. Traditional athletics for some,
running for many, fitness for all. The ambition is grounded in robust and
independent research, market analysis and existing successful interventions. It is
costed against known benchmarks. It is built against existing proven methodology.
Our ambition brings to life Sport England’s vision for a world leading community
sport system, engaging with all available partners in a ‘mixed economy’, with a
shared objective of growing and sustaining participation whilst nurturing young
talent. It actively seeks partnership, through a support and commissioning
approach, to provide an inclusive and equitable sport for all.
Athletics in England
Athletics in England is jointly governed and administered by UK Athletics and
England Athletics. The respective roles of the two organisations are as follows:
UKA is the IAAF & IPC sanctioned Governing Body for the sport in the United
Kingdom. Its core function is to establish strategy for the development of the
sport, with local level delivery through close partnerships with the Home Country
Athletics Federations. UKA is also responsible for rules, officials, competition
(timetables and permitting), commercial partnerships, World Class Performance
Programme (WCPP) and the GB & NI Team.
England Athletics develops grass roots athletics in England, supporting affiliated
clubs, developing more and better coaches, engaging more people to participate,
and recruiting and supporting volunteers. England Athletics works to deliver its
mission of ‘growing the next generation of champions’ by supporting the club,
coach and competition infrastructure at all levels, and by working closely with
UKA’s Performance Plan to ensure that more English athletes make the transition
from club level to GB level via England Teams.
This submission proposes a continuation of the funding model pursued in previous
years. UK Athletics will be the accountable body in receipt of Sport England funding
and will commission England Athletics to deliver the majority of the interventions.
Outside of the submission, UKA and England Athletics will continue to work in
close partnership on all aspects of administration, governance, product
development and commercial revenue generation to ensure maximum efficiency
and maximum impact on behalf of the athletic public in England.
Partnership
Partnerships are essential to our sport development strategy. We recognise that
athletics is at the core of almost all sports and all physical activity, and we
recognise the unique opportunity this brings. Our role is about commissioning,
supporting and assisting alongside direct delivery of complementary interventions.
England Athletics manages this collaborative approach through its area delivery
teams. The teams comprise of both paid staff and a dynamic volunteer base,
working alongside sports development teams with local councils, club networks,
schools, facility owners, fitness associations, and other NGBs.
We have an established and strong relationship with key partners including
County Sports Partnerships, the Youth Sport Trust and a range of sport and leisure
page v
providers, and including the NGBs of other sports.
Executive Summary
How Athletics in England delivers its programmes
UKA and England Athletics, co-located at Birmingham’s Alexander Stadium, work
in a tight partnership to deliver a seamless Whole Sport Plan, ensuring common
policy and procedures are brought to the implementation of strategy, from
grassroots through to elite. Governance functions (as detailed in Section 6) are
combined to ensure maximum value through economies of scale in functional
areas such as HR, Members’ Services, Finance, Procurement and Head Office costs.
Our core delivery on the ground is currently managed at a local level by a national
network of Club & Coach Support Officers (CCSOs) and Athletics Activators (who
undertake a primary function of delivering growth in recreational running and
who are employed through a mixed economy approach involving several different
host and partner bodies), tasked with working alongside an expansive network of
volunteers and other bodies. We have enjoyed a significant amount of success
against the measures that were agreed for England Athletics in return for Sport
England funding in 2009. We plan to evolve this approach in a calculated and
logical way. We recognise that, as a sport, our very DNA is based on the concept of
partnership working and mixed economy. We are a large family that by its very
nature demands input and delivery by, and through, a diverse range of
stakeholders to service the needs of its 1,270 affiliated clubs, 120,000* affiliated
athletes and 1.9 million recreational athletes. The athletics family is currently
underpinned by a volunteer base totalling well over 100,000 people and
supporting such a network will become even more important moving forward as
growth in both the affiliated and recreational sport of athletics has the potential
to continue. Such potential growth means that enhanced customer service
demands are a challenge that we must respond positively to.
CCSOs and front line delivery staff are spread across our area teams. Within this
document we outline how we plan to get even more resource down to grassroots
level, to reflect the additional responsibility we will undertake for accelerating
many of our core strategies at the local level (in particular those of recreational
running and in engaging with key local authorities via our proven activation
model, and in the area of facility development which is a new planned
intervention within this submission).
*Affiliation figure
April 2012
page vi
Executive Summary
Activator deployment is designed to reflect local circumstances, taking many
shapes and forms across different areas. Most existing running activators either
serve a Local Authority boundary area, a network of athletics clubs or a County
Sports Partnership area. We deliberately take this approach given the need to
respond according to local opportunity and need. We don’t envisage that this will
change from 2013 onwards, as we seek to consolidate and expand the local
Activator model. In addition, we have launched a specific project for London –
aptly named Run! – which has received significant support from the London
Mayor’s Office Legacy Fund and which aims to get more people running, jumping
and throwing in the central London Boroughs. In less than a year, this programme
has returned impressive results with over 25,000 participants taking part in an
innovative and flexible community athletics model. This urban activation model is
a blueprint for the future and roll outs across major cities where we know there is
latent demand and demonstrable need amongst priority user groups (specifically
for 26+ and 14-25 age groupings).
Our 2013-17 submission reflects a total commitment to delivering an inclusive
sport. We have set ourselves some specific headline disability targets that are
woven into our core measures for growth and retention of participation over the
four year period. This is also reflected within our proposed core staffing structure
moving forward (and indeed within any commissioned partner posts that we
extend or develop in the future). We will assign specific ‘champions’ to lead this
work within the England Athletics staffing structure moving forward, with specific
attention given to national policy and programme development. Delivering
inclusive formats of the sport, coaching and teaching resources, awards
programmes and such like, have been at the forefront of our work to date and we
plan to build on this success to embed this firmly as the accepted cultural norm
rather than a standalone provision (a representation of how integrated this
approach will be can be seen below in Figure ES1). This demonstrates how each of
our area field delivery teams (based in community athletics) will operate in such an
inclusive form versus the stand alone disability delivery function.
Further evidence of our total commitment to delivering an inclusive sport is
illustrated by two case studies in relation to inclusive planning and the
development of an inclusive talent pathway. For further information please visit
www.diversitychallenge.co.uk/case_studies.php
Figure ES1: Integrating disability into delivery in the field
National Disability Athletics Lead
Community National •Influences policy and programmes horizontally across the whole
organisation including competition, club, schools, mass
Athletics Disability Athletics participation, and coaching.
Lead •Engages the Area Disability Athletics Lead CCSO and Activator in
each area team by feeding policy, programme and training
information downwards.
CCSO Area Activator
CCSO Delivery Team Activator
(Area Disability (Area Disability
Athletics Lead) Athletics Lead)
CCSO CCSO Activator Activator
CCSO CCSO Activator Activator
Area Disability Athletics Lead CCSO Area Disability Athletics Lead Activator
•Ensures that the Local Coach Development Programme and local club •Ensures that local activity is integrated locally – reflected in
page vii
development work is integrated locally – reflected in projects, events projects, events and programmes on the ground.
and programmes on the ground. •Ensures that work objectives and individual work programmes
•Ensures that work objectives and individual work programmes throughout the activator team carry disability Key
throughout the area team carry disability Key Performance Indicators. Performance Indicators.Executive Summary
A Plan that builds on current success
Through the consultation process applied in compiling this submission (see
Appendix E) we can draw the following conclusions:
N That the current strategic direction is sound but that it will take longer than
three years to deliver lasting change and impact within the sport of Athletics,
particularly in changing the culture of club and coach development. Our
approach has been one of long term strategic and cultural change, albeit that
our plans have been funded through a short term Government primed cycle.
N Our running interventions are making a significant contribution to participation
in the recreational sport of athletics. Run England, through its Leader based
group concept and online support package, is encouraging more people to
become Leaders and to establish recreational groups at the local level. The
running sector is a busy marketplace and the NGB has recognised its value-
added role in this area by developing the Run England model that seeks to
underpin and work with established third party running providers. This model
will evolve under our plans for growth from 2013-17 and will be our major area
for investment through Sport England funding.
N Our national campaign and communication work is essential to retain and
engage runners who come into the sport through third party running providers.
N More people are active in athletics and running in areas with Athletics Networks
than in areas without.
N The Athletics Networks programme is working. Clubs are working collaboratively
and effectively to bring new participants into the sport, and also to drive up
standards of performance. Local linkages with other partners ensure that club
athletics is geared up to deliver lasting legacy from the major athletics events
that will be a feature of the decade following the 2012 London Olympic &
Paralympic Games. We plan to continue to invest in this programme beyond 2012.
N Our National and Local Coach Development Programmes are affecting standards
of athlete performance in a positive way (see Appendices P-X on coaching and
talent) but that this work must continue to reach more coaches and more
athletes in a positive way in the coming years. This programme remains central
to our plans for talent development from 2013 onwards and to our retention
strategy at all levels, from beginner runners to elite athletes, and is crucial to
maintaining interest and enjoyment in the sport.
N The introduction of youth centric programmes and resources aimed at clubs and
schools is ensuring that more young people are given a high quality
introduction to the sport, particularly through the provision of appropriate and
flexible skills, awards and competition programmes (see the appendices relating
to Youth Development).
N The development of our urban athletics activation model with partners such as
Street Games and the London Mayor’s Fund, alongside key local authorities, has
proved a success both in the growth of new participants and also in the
retention of ‘in-actives’, specifically amongst the 14-25 age group. This
approach will be used as a blueprint to roll out similar programmes in other
major cities in the coming cycle.
page viiiExecutive Summary
What have we learnt since 2009?
N That change takes time. Lasting change requires perseverance and consistency
of effort, investment and message. Our 2013-17 plans reflect this focus.
N The importance of providing high quality front line staff activation and
development support to our customers (existing and prospective) to initiate
participation – a Push Strategy.
N The importance of member engagement through high quality coaching in
formal environments (networks) and informal support (Run England) to
retaining new participants – a Pull Strategy.
N Partnerships with local government are absolutely essential to maintaining local
engagement.
N The importance of measurement. We have worked with County Sports
Partnerships and Sport England to develop the Ecorys model for counting new
runners. This measures the journey of an active and new runner in a detailed
and more accurate way.
N The importance of a mixed economy approach to front line development and
delivery of programmes. In our experience this factor is especially important for
athletics as the sport has been based on diverse partnership working for many years.
N Making coach development and education affordable to those priority groups
and target audience will continue to be absolutely essential in the coming years.
N Providing an accessible and adaptable offer to meet the diverse needs of our market
is crucial to effect participation change. Providing ‘exit routes’ into high quality
club environments beyond an initial ‘taster’ is essential to sustain participation.
N The importance of the Run Leader, the school teacher, the Athletics Leader and
the Athletics Coach cannot be underestimated in driving participation.
Supporting the development of leaders and coaches remains at the forefront of
our plans for 2013 onwards.
N Facilities are absolutely vital to athletics, whatever the discipline. This focus is ref-
lected in our 2013 plan and is a new addition to our existing provision of support
to the sport – but it is one that firmly underpins our ‘grow and sustain’ strategies.
page ixExecutive Summary
A Summary of Investment Proposals
N We will invest over £14,000,000* into a 2013-2017 Run England programme
that will directly lead to growth of over 240,000 new runners. We will
encourage more people of all abilities to take up running, and signpost them
towards clubs and running groups to sustain participation. We will work with
Sport England and other key stakeholders such as County Sports Partnerships
and commercial race providers to commission activities to work towards
delivering an ambitious broader nationwide target of getting more than 1m
new runners active by 2017 (baseline 1.9m).
N To support clubs and schools we will invest over £15,000,000* into established
Athletics Networks to operate at the forefront of our community athletics
development system to grow and sustain participation against Sport England
outcomes including school-club links, satellite clubs, doorstep sport and running.
Clubs are at the forefront of our community athletics development strategy to
grow and sustain participation, as well as improving standards of performance,
that also contributes to the retention of participants. ‘Activation’ at a community
level is crucial and the work of our paid activation team in supporting clubs,
networks and other providers in the community will continue to be vital.
N We will invest over just under £9,000,000* to support talented young athletes
through the continued implementation of our national and local coach
development programmes. Over 1,000 coaches will be supported through
formal training and development programmes that will in turn support
thousands of potential future athletics champions as well as contributing to our
retention strategy specifically for young athletes between the ages of 14-25.
N We will invest over £650,000* in developing modern, adapted formats of the
sport to encourage more adults to ‘get back into’ track and field athletics
competition in the community. Clubs are at the heart of this strategy, alongside
local authorities and leisure contractors, and will be supported by an
‘activation’ team to catalyse activity. The new AthleFIT fitness and competition
product has been piloted in specific areas of the country with great success and
we plan to evolve this into a nationwide model with front line activator support
and a dedicated leader’s course (see Section 3.3 on recreational athletics for
further information).
N We will invest £350,000* of commercial funding per annum into schools
competition, primarily at Key Stages 3 and 4. We will support the work of the
English Schools' Athletic Association to nurture young talent and to increase
the number of state schools offering regular athletics competition through the
application of our short format competition models, and as part of the new
Government School Games concept. Our work in creating products such as
QuadKids, Sportshall and Super8 will provide a cornerstone of this programme.
N We will continue to invest in and develop high quality links between clubs and
schools across England, involving 80% of School Partnerships and 100% of clubs
within Athletics Networks. Since 2009, we have delivered competition to over 1
million young people in the school sector with an estimated 200,000 young
people doing athletics in schools at least once a week. We plan to grow this
number as reflected in our headline measures at the start of this document.
N We will continue to address diversity issues within the sport – particularly in
coaching – tackling gender, ethnicity and disability inequalities year-on-year,
with a focus on narrowing the current gender imbalance in coaching,
particularly at higher qualification levels. We have taken positive action in
page x
addressing this work through our Run England programme by boosting the
number of women leaders leading groups at a local level.
*Denotes full WSP investment figures 2013-17 comprising Sport England grant, NGB and partner contributions in full.N We have also targeted the National & Local Coach Development Programme at
Executive Summary
recruiting and developing more female coaches to act as role models, and to
provide a source of inspiration for aspiring teenage female athletes to remain
in the sport. We will continue to invest in the Women’s Coaching Project and
will increase participation in the sport by disabled people through our inclusive
plan. Wherever possible we will integrate this work into our core club and
coach development work.
N As already outlined briefly above, we will continue to apply an inclusive
approach to delivering athletics for disabled people. Led by national policy and
programme leads we will embed disability key performance indicators into all
our staff work programmes to ensure that coaching, club, community and
competition programmes are inclusive and integrated.
N UKA have committed to bring commercial investment in the sport across
England year-on-year from 2013 onwards, linking this strategy to the whole
sport commercial strategy of reducing dependency on public sector investment.
A restructured membership scheme for the affiliated sport will ensure a greater
contribution from the NGB towards delivering our Whole Sport Plan objectives
from 2013 onwards (see Section 1: Finance for more details).
N We will continue to help affiliated clubs to engage with local facility owners,
particularly in the maintenance and upkeep of the existing stock of purpose-
built community athletics assets. We will support clubs to maximise their oppor-
tunities and manage the challenges of asset transfer through advocacy, resource
production, training and guidance. We will manage a new facility investment
fund to underpin our people strategies and to accelerate them in specific areas
of the country (see Section 3.5 below for details and context on this).
Our primary roles in delivery
N Facilitation N Mentoring N Showing
N Sharing N Empowering N Activating
Figure ES2: Our approach
Output Input Partnership
National Strategy Ideas & CSPs
COMMUNICATION
Race Providers
COMMISSIONING
Programme Local Authorities
Design Volunteers
Corporate
Local Planning
Coaches
Alignment of Clubs
Resources: Charities
People, Money Community
Activation & Delivery Athletes
Year on year
affiliation growth
40,000 participants 26+
20,000 participants 14-25
page xi
Figure ES3 overleaf gives a headline summary of our investment proposals.page xii Executive Summary
Sport England WSP Athletics Key
Investment Outcomes Core Inputs Outputs Delivery of Activity Partners
Principles Themes
Growing and 1. Growing and sustaining Direct growth of 60,000 new participants per Local front line staff delivering activity and growth in County Sports
sustaining Investment in delivery of annum in athletics 26+ APS (baseline 1,900,000) communities. Partnerships
participation levels in Community local community athletics including 2,400 disabled athletes and including
participation athletics. Athletics programmes comprising Running Strategy for all areas of the country, aligned Street Games
‘masters’ age group. Contribution from NGB to a to UKA and the broader running community such as
amongst young schools, clubs, recreational broader participation target of 3m runners by 2017, School Games
people aged 14-25 – race providers – service includes race permitting and
2. Improving the experience of athletics, competitions and 30% of these aged 14-25. Organisers and
standards and officials training programmes.
1x30 mins per week. every participant in athletics. facilities/ environments, with 5,000 new participants in club athletics per annum Schools
disability provision Continued growth of Run England recreational
Running 14-25 (baseline 34,000) including 200 disabled running groups, marked routes, 16+/14-25 HE/FE sector –
3. Improving performance levels integrated throughout. participants).
Growing and participation – strong partnerships with broader BUCS
and growing the next Programmes and policies 5% year on year affiliation growth 2013-17 (baseline running fraternity & race providers in marketplace.
sustaining Leisure
generation of champions. filter through our local 120,000* all ages).
participation Investment in 52 local Athletics Networks involving Contractors
delivery teams of locally +0.1% year on year satisfaction rating per annum – 450 hub athletics clubs and local partners – 14-25/26+
amongst adults Notes: Schools based staff. Athletics Athletics Clubs
general members & talent pool activation/retention and talent development.
aged 26+ – Retention and expansion of our proven Networks at the heart of
1,500 trained leaders aged 14-25 per annum in School-Club Link work – School Games support and Athletics Networks
1x30 mins per week. and successful local delivery model. delivery.
Refinement to the delivery model to be community running/athletics (including 3 disabled delivery through 450 School Games Organisers and National Sport
made to evolve and ensure maximum Notes: leaders) and a further 5,000 coaches in clubs per 43 local organising committees using our Partners
Growing the number impact locally. A restructured membership annum to 2017 (including 9 disabled coaches). short-format competition models.
Clubs scheme will ensure a greater Local Authorities
of disabled people Of the 200,000 young people aged 14-21 in schools or Community Satellite Clubs – integration and
Athletics Networks are models of best contribution of funds from HE/FE doing athletics annually, increase the number Youth Sport Trust
doing athletics practice in the delivery of world class partnership with 1000 Doorstep Sport – 14-25
the NGB to delivering the participating once per week by 10% year on year. participation – training leaders and volunteers in
through inclusive community sport. SAPCA
outcomes between 2013-17. Minimum of 30 athletics facility projects created per community sport.
activities. Totally aligned to Sport England Recreation annum, focusing on marked recreational running
Corporate Sector
Supporting local competition AthleFIT recreational track and field fitness and
priorities – ensuring connectivity and providers to improve routes (including accessible routes), multi-event Regional Councils
competition model – 26+/14-25 – participation
alignment between casual, competitive standards of delivery and athletic environments, aligned to Athletics
Improvement in growth amongst corporate, DSC and HE/FE sector. County
and club athletes and runners is seek economies of scale Networks and to support whole sport growth per
standards in depth fundamental to our WSP strategy – Investment in community athletics facilities in line Associations
between partners. annum – underpinning our people strategies for the
across the sport. One Nation: One Sport: One Family. sport. Strive to leverage a minimum of £1 for every with the England Athletics Facility Plan. QuadKids
Competition
All activity delivered by volunteers, £1 invested in facilities by England Athletics, for Delivery and design of formal workforce education
each project. Sportshall
leaders and coaches – support by the to support leaders, officials, coaches and others.
Significant increase in standards of athlete Delivery of competition at local, league, county and
Third party
NGB.
performance at Power of 10 100 level (top 100 regional level.
athletics providers
Facilities athletes by event). – NOVA/VLM
*Affiliation figure April 2012
Delivery of Local Coach Development Programme. etc...
Delivering high 1. Growing and sustaining Investment in talent Agreed significant increase in standards, measured Delivery of a coordinated National Coach UKA
quality talent development through via Power of 10 rankings across all event groups. Development Programme. Coaches
participation levels in competition delivery
development athletics. A coordinated network of coach development, at Coaching and coach mentoring staff leading
programmes at international Clubs
and support talent level working with roughly the top 3000 programmes to support coaches and talented
and national level to target athletes within the sport, through their coaches. athletes nationally and locally, all linked to the WCPP. Sports Coach UK
programmes for 2. Improving the experience of 14-25 talent. Direct coaching
ages 14-25 with a The majority of this work aimed at the 14-25 age International representative teams for athletes English Schools AA
every participant in athletics. interventions as part of range. Focussed support to the Futures programme
strong link to the nationwide coordinated beneath WCPP per annum - 14-25. Race Providers
3. Improving performance levels athletes. Coordinated approach to supporting
WCPP. system. athletes towards the WCP and working with other Full international, national and area competition and Leagues, Clubs
and growing the next Talent Development of Power of 10 coaches within the national network. team programme involving ESAA and UKA at U15, School Games
Developing the
generation of champions. Development rankings to measure England U16, U17, U18,U19, U20, U23 and Senior level fuelling
number of talented 10,000 talented athletes aged 14-25 involved in NGB the World Class Performance Plan. High performance
disabled athletes Notes: (National) talent pool progression supported competition programmes per annum facility providers
Consolidation of the single UKA/EA (14-25). beneath WCPP.
through inclusive IAAF and other
programme delivery. coordinated and award winning 1,500 newly qualified athletics officials trained per
coach/talent development strategy. athletic
annum as part of a coordinated national officials federations
The 14-25 age group is completely development programme. A minimum of 40% aged
between 14-25 at Level 1/2. Area competition
aligned to our whole sport talent target
Fully integrated programmes for disabled people from grassroots to podium
providers
segment.
Figure ES3: A headline summary – where we will invest our resources 2013-17
EIS
Delivering first class, 1, 2 and 3 as above. Governance, Investment in providing totally aligned and coordinated England Athletics/UKA high quality sport member services, welfare, regulation, Sport England
fit for purpose equality, race licensing, facility health and safety/track certification, officials licensing, competition certification, events, commercial EA Members
Notes: Totally aligned to our objective of Communications,
A high class sporting experience to grow and sustain participation at all levels – particularly 14-25s
governance and opportunities and communications to the sport and broader recreational participant to ultimately underpin athletics delivery of our grow, EA Board
assurance processes creating a modern, well governed, struct- H&S, Welfare, sustain and excel themed strategies for 2013-17.
ured and highly effective 21st century sport.
UKA, Clubs
to the sport. RegulationExecutive Summary
Matching Sport England outcomes
Table ES1 and Table ES2 below give a checklist of how athletics interventions
match prescribed Sport England outcomes.
Table ES1: Aligning our core strategic goals to tangible measures
England Athletics 2013-2017 Four Year Target
Corporate Goal Annual Measures Measure
Growing and 60,000 recreational runners/athletes 240,000 new recreational
sustaining per annum 1x30 mins per week – of runners (direct NGB target)
participation which 40,000 will be 26+ and 20,000 towards an overall four year
levels in the will be aged 14-25 nationwide growth of over 1
sport million new runners (*3m
total from a 1.9m baseline)
with 30% of these being aged
14-25.
5% year on year affiliation growth 206,000 affiliated participants
(with retention targets for 14-25 age by 2017 - based on a figure of
group) 178,000 in 2013-14 (increase
from 120,000 in April 2012
due to restructured affiliation
including Under 11s and uplift
from Olympic/Paralympic year)
Of the 200,000 young people aged 280,000 participants in this
14-21 in schools or HE/FE doing sector at KS3 and above by
athletics annually, increase the 2017
number participating once per week
by 10% year-on-year.
1500 trained leaders aged 14-25 per 6,000 trained leaders aged 14-
annum including 5,000 coaches in 25 by 2017
club athletics per annum Deliver over 20,000 coaching
qualifications by 2017
Improving the 0.1+ year on year satisfaction rating As Annual Measures but
experiences of per annum – general members and complimented by our own
every participant talent pool internal customer measures
in the sport that are conducted at six
monthly and annual periods
Improving Increase in depth of talented Year-on-year performance
performance athletes featuring on Power of 10 improvement measured by
levels and per annum across events (top 100) Power of 10 rankings
growing the next
generation of
senior athletic
champions
Underpinning all Specific disability targets woven into
measures each measure
A minimum of 30 facility investment
projects per annum with a leverage
figure of £1 for every £1 invested
*indicates a broader collaborative and participation target.
Please note that these are purely headline measures – detailed operational ‘Tier 2’
measures will be agreed and imparted within annual corporate and individual work
page xiii
programmes. The measures below are critical to driving NGB and Sport England
outcomes.Executive Summary
Table ES2: Critical submission measures
ES2a: Participation of Young People 14-25 years 1x30 minutes per week
Measure Baseline Year 1 Year 2 Year 3 Year 4
APS 14-25 (%) 7.58% - - - -
APS 14-25 (number) 530,900 550,900 569,500 590,900 610,900
Young People measure based on 20,000 new participants per annum aged 14-25.
ES2b: Participation of Adults 26+
Measure Baseline Year 1 Year 2 Year 3 Year 4
APS 26+ (%) 3.87% - - - -
APS 26+ (number) 1,373,600 1,413,600 1,453,600 1,493,600 1,533,600
Adult measure based on 40,000 new participants per annum aged 26+.
ES2c: Disability participation
Measure Baseline Year 1 Year 2 Year 3 Year 4
Direct growth of 60,000 new participants per 83,400 85,800 88,200 90,600 93,000
annum in athletics 26+ including 2,400 disabled
athletes per annum.
5,000 new participants in club athletics per 300 350 400 450 500
annum 14-25 (baseline 34,000) including 200
disabled Participants over the period.
1,500 trained leaders aged 14-25 per annum in 10 leaders 30 50 70 90
community running/ athletics including 20 22 coaches 29 38 47 56
disabled leaders and a further 5,000 coaches in
clubs per annum to 2017 including 9 disabled
coaches.
Of the 200,000 young people aged 14-21 in 2,000 2,200 2,400 2,600 2,800
schools or HE/FE doing athletics annually,
increase the number of disabled people
participating once per week by 200 year on year.
ES2d: The athletics pathway
Area Measure Year 1 Year 2 Year 3 Year 4
Quality and quantity Increase in number of athletes over 9.75 10.0 10.25 10.50
of athletes at the top agreed baseline standard (power of 10
end of the pathway 2008 national standard). To be
confirmed following summer 2012
performance results as agreed with
Emyr Roberts. Baseline 9.35 to be
updated following summer 2012.
Breadth & scale of the Increase in number of athletes over 102 104 106 108
pathway (appropriate agreed baseline standard (power of 100
numbers of quality 2008 standard). To be confirmed
athletes at each level) following summer 2012 performance
and athlete progress results as agreed with Emyr Roberts.
through ETP (convers- Baseline 99.2 to be updated following
ion/reduced attrition) summer 2012
Quality of the 250 coaches with a minimum 5% churn 80 80 80 80
pathway (ETP year on year accessing the NCDP, 500-
maturity and system 600 coaches accessing LCDP each year.
enhancement) Delivery of at least 40 national level and
200 local level coach development
events. Rating of all events and support
above 80 percent.
Effectiveness of the All activity to be delivered with an TBA TBA TBA TBA
pathway for athletes integrated focus including integrated
with a disability national championships and coach
page xiv
development opportunities. Specific
measure to be agreed.The Athletics
Mission
We will work in partnership with
the wider athletics family to create a
The Goals vibrant, safe and progressive sport that
> Growing and sustaining embraces athletes of all abilities, from Outputs
participation levels in the sport all communities, and to grow the
next generation of athletics
> Improving the experience of every
champions
participant in the sport
> Improving performance levels
and growing the next The Values
Figure ES3: Strategic Plan 2013-2017
generation of champions > Customer focus
> Commitment to equality
> Working together
> Commitment to excellence
The Core > Pride in our heritage
Interventions Headline Measures
Our Submission in Summary
> Community Athletics > Year-on-year growth in adult
> Coaching & Talent participation 26+
> Competition > Raise the percentage of 14-25 year olds
> Facilities doing athletics year on year The Role
> Facilitation
> Achieving good levels of customer satisfaction
> Mentoring
> Sustaining and growing the number of affiliated and > Guidance
The Market competing athletes in the sport > Showing
> Increasing standards of athlete performance > Sharing
Figure ES3 and Figure ES4 below give a summary of our submission.
> Young People 14-25
> Adults 26+ between the ages of 14-25 > Empowering
> Affiliated Athletes 11+ > Increasing and improving the quality of the > Activating
> Talent Pool 14+ number of coaches, officials and
volunteers year on year
page xv Executive Summarypage xvi Executive Summary
Core Interventions
Better transition from school to community,
Community Running Coaching Competition Facilities college, university, work and beyond
Develop Nurture Athletics & Talent
Sustain
Coaching, Talent Excel Outcomes Increase & sustain participation
& Competition Young People 14-25 Grow Sustain among 1 4-25 and 26+
Investment in inclusive national & local
coach, competition and talent development Target Mass Participation 26+ Grow Sustain
programmes. (Adults unattached) Year-on-year growth in
Audience
Circa 1,000 coaches on National & Local Coach Segments adult participation
Affiliated Club Members Grow Sustain Excel
Development Programmes directly working to nurture (Age 11+)
16,000+ athletes in clubs between the ages of 14-25 and
to then mentor a further 1,600+ local coaches, who in Talent Pool 14-25 Excel
turn support 21,200+ athletes in over 450 clubs
nationwide.
Doorstep
Figure ES4: Our submission in summary
National, area and local competition programme and Schools Sport
international teams supporting and retaining 3,000+ Clubs HE/FE
sub elite talented athletes aged 14-25 in both the
club and school setting and in partnership with Community Athletics
ESAA. Tasked with driving participation and retention amongst 26+ and 14-25 Corporate
audience supporting 450 athletics clubs in 52 networks and connecting with the
Clear connectivity between our recreational market – a minimum of 60,000 new participants per annum 26+ and
recreational and talent development 20,000 aged between 14-25.
pathways – a full coordinated
Growing the affiliated sport from a baseline of 120,000* year-on-year by a minimum of 5% per annum
programme. to 2017 and reducing drop off amongst 14-25 year olds year on year.
Roll out of a new adult recreational track and field fitness and competition programme called AthleFIT
targeting 14-25 men and women, specifically in universities/colleges, the corporate sector and leisure market.
Preservation Investment in front line England Athletics delivery to grow, sustain and excel. Local delivery teams led by area
team leaders supporting full time education tutors, Club & Coach Support Officers and Community Athletics
Leverage & Activators to transform our sport servicing an existing sport of 1,270 clubs, 120,000* athletes, 12,000 licensed
Connectivity Facilities coaches, 1,900,000 recreational athletes.
Guidance on facility planning Investment in local network activation involving clubs, schools and community bodies to get more people
participating in athletics via competition, talent development, school games, community satellite clubs, club and
Innovative Asset transfer support community coaching and recreational running/track and field programmes targeting 14-25 and 26+.
Capital
& Creative Club business planning Full athletics offer and support to the School Games competition system via our community athletics
Investment into activation and national web/training service – 1,000 community athletics clubs on school sites.
Local authority strategic planning community recreational multi Training a minimum of 1,500 teachers in secondary schools per annum to deliver athletics in and
Best practice and guidance event, track, field and running trail outside the curriculum for 14-19 year olds.
Accelerate Resources and training for projects to underpin and
Engaging a minimum of 1,500 new young leaders and coaches aged between 14-25 in
Core Priorities contractors accelerate our community the community per annum. Flexible local coach and leader education
activation work prioritising the 14-25 age group.
*Affiliation figure April 2012sport-england-submission-cover-v3:Layout 1 11/5/12 13:02 Page 2
England Athletics Limited UKA
Athletics House Athletics House
Alexander Stadium Alexander Stadium
Walsall Road Walsall Road
Perry Barr Perry Barr
Birmingham Birmingham
B42 2BE B42 2BE
www.englandathletics.org www.uka.org.ukYou can also read
