Athletics & Running: for everyone, forever

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1 England Athletics Athletics House Alexander Stadium Walsall Road Perry Barr Birmingham B42 2BE Telephone: Athletics & Running: for everyone, forever England Athletics Strategic Priorities Document

2 Our Mission To grow opportunities for everyone to experience athletics and running, to enable them to reach their full potential

3 Our Vision Athletics will be the most popular and inclusive sport in England, led by a network of progressive clubs and organisations and supported by a sustainable, respected and trusted governing body

4 Our Key Values Pride We take pride in the work that we do and demonstrate commitment to our athletes in recognition of the important role that we have to play. Athletics in England has a rich history and heritage and we will celebrate the achievements of our athletes from today and yesteryear to inspire future generations. Integrity Our sport is founded on integrity. We will demonstrate this in all that we do to earn respect and to build effective partnerships at all levels. We will challenge ourselves and each other to ensure that we adhere to this value at all times. Inclusivity Inclusivity is an important aspect of athletics and must be embraced at all levels of the sport. We believe that athletics can contribute towards a healthy lifestyle and a sense of achievement, whatever the age, ability or background of the athlete or volunteer. We should promote inclusive working at all times and reflect this in our actions. Foreword As everyone involved in the sport knows, it is a privilege to be part of athletics in this country. While we are one sport there are a wide range of activities that make up athletics and running. There are many roles that have to be fulfilled for the sport to happen in all its forms, at all levels, to provide for the diverse range of people who each love their personal involvement in athletics. We are fortunate to have many dedicated and skilled people involved in delivering and supporting the sport, the vast majority of whom are volunteers. We at England Athletics take our role and responsibilities to the sport very seriously, which is why we have worked to produce this strategic priorities document that outlines the direction that we will take as an organisation during the coming years and we hope that this high level strategic framework reflects the collaborative approach through which we will work to deliver success. We felt it was important to produce this document at this current juncture in advance of the next government sports funding period ( ) and with time ahead of the 2017 IAAF and IPC World Athletics Championships that will take place in London and which provide important opportunities to inspire a new generation to get involved in our great sport, whether as athletes or volunteers. We have actively sought the views of the volunteers, our staff and our key stakeholders in shaping this document as it will direct how we work as an organisation during the coming years. Reviewing and updating our core mission and values as an organisation is vitally important and the process of engaging people in shaping this work has been hugely rewarding. We would like to thank everyone who has taken the time to contribute their views on what England Athletics role and priorities should be, whether that has been through attending our consultation meetings over recent years, completing online consultations, through the National & Regional council structure or by speaking to staff. There are a range of views on many matters but we trust we have managed to focus on the areas that are fundamental to the sport and the people who love it. We trust that will mean that people across the sport will feel a strong degree of ownership and belief in the direction we are taking as an organisation. We believe there is a shared vision for the sport that lies behind what people have said they want to see us, at England Athletics, striving to deliver as part of the wider athletics community as reflected in this plan. Delivering success for the sport during the period of this strategy will require a unified effort. At times there are areas of work where we must take a lead, very often we work in partnership or to support those best placed to deliver what the sport wants or needs, and at times we must step back to let others do what they do so well. There are challenges the sport currently faces, some of which are specific to athletics and running, others of which are common not only to other sports but also to many other people looking to provide activities in their local community. We have to be realistic and recognise there will be further challenges ahead and not all barriers or obstacles can be fully removed. However, we and many others share great pride in athletics and a love of the sport. By working together we can ensure that the sport has the best future possible for everyone involved and those yet to discover all that athletics and running have to offer them. We would like to thank you for all you do for the sport and we look forward to working with you over the coming months and years. England Athletics October 2015

5 Our Strategic Priorities To expand the capacity of the sport by supporting and developing its volunteers and other workforce To sustain and increase participation and performance levels in our sport To influence participation in the wider athletics market Strategic Enablers u Working openly and being the recognised point of contact for our members and key stakeholders in England u Working efficiently and maximising revenues to benefit athletics in England Delivery Methods Our Key Priorities will be delivered through: u Positive culture, progressive performance and collaborative leadership u Transparent governance and accountability u High-quality member engagement and communications.

6 Strategic Priorities 1 To expand the capacity of the sport by supporting and developing its volunteers and other workforce This will be achieved by: u Devising and delivering high-quality, relevant and accessible education strategies for coaches, leaders and teachers to support athletes of all abilities, and targeting resources to the development stage of the recipient. u Devising and delivering high-quality, relevant and accessible nationwide recruitment and retention strategies for both volunteers and officials. u Ensuring we have appropriately skilled and a diverse employed workforce in place to support the ongoing development of coaches across all events, clubs, officials, event organisers and volunteers at all levels of the sport in England. u Promoting and supporting a safe and regulated sport through the provision of a high-quality support service for safeguarding, event permits, licensing and welfare to our member clubs, athletes, coaches, officials and event organisers. u Working proactively to inform and influence UKA-led policies and procedures that affect our member clubs and volunteers in this specific area.

7 2 To sustain and increase participation and performance levels in our sport This will be achieved by: u Devising and implementing development strategies to increase participation levels amongst young people in clubs and schools across England, with a specific focus on appropriate skills, awards and competition. u Developing and implementing focused activation delivery strategies in specific locations that will boost the number of adults of all abilities and genders taking part in regular athletics and running. u Devising and delivering bespoke strategies aimed at encouraging more disabled people to take part and excel in our sport. u Working collaboratively with key partners to provide appropriate competition pathways for athletes of all abilities at both national and local levels. u Working collaboratively with key partners to provide appropriate development pathways for athletes of all abilities at both national and local levels. u Producing appropriate and relevant resources for the use of clubs to help them increase and sustain participation levels whilst enhancing the quality of the athlete experience. u Actively championing the role that our member clubs can play at a local level within their communities in growing participation and improving standards of athlete performance, whilst working to remove barriers that affect clubs and their invaluable contribution. Strategic Priorities

8 Strategic Priorities 3 To influence participation in the wider athletics market This will be achieved by: u Effecting market growth and retention in adult recreational athletics and running participation both by direct action and by continued collaborative working with public, commercial and charitable providers; wherever possible this work will be linked to our member clubs. u Co-ordinating and collating sector-wide insights and a robust evidence base to enable us to proactively champion the role of athletics and running in addressing broad outcomes such as health, social inclusion and education. u Implementing a robust track and field permit, road-race licensing, insurance and standards framework for the sport across England, working collaboratively with UKA wherever relevant. u Working collaboratively with organisations to remove existing barriers to participation amongst minority groups across England.

9 Working efficiently and maximising revenues to benefit athletics in England This will be achieved by: u Regularly reviewing our operating structures and related costs to ensure we are providing our stakeholders with value for money; striving for efficiency at all times. u Regularly reviewing our membership and registration strategies by working openly and collaboratively with our members to preserve existing revenues whilst realising potential new income streams. u Leveraging the England Athletics brand and related assets to realise new, sustained commercial and business partnerships that support the delivery of England Athletics activities and services to our members and stakeholders. u Reviewing our strategies relating to ticketing, conferencing, events, products and programme delivery on a regular basis to ensure that these are participant-led, innovative and enable us to maximise revenue generation for athletics in England. u Working collaboratively and closely with Sport England and government agencies to identify areas for partnership working that will deliver our strategic priorities as well as generate revenues. u Reducing our dependency on any one funding provider and diversifying our income streams to thus make England Athletics more financially self-sufficient. Working openly and being the recognised point of contact for our members and key stakeholders in England This will be achieved by: u Reviewing our governance and engagement structures on a regular basis to comply with best practice and to ensure that the views expressed by England Athletics are representative of the members and partners that we serve. u Consulting with our members and stakeholders annually to engage them in shaping existing and prospective policies. u Delivering a high-quality membership, communications and business-development service that is fuelled by regular feedback, analysis and insight. u Maintaining a constructive working relationship with UK Athletics (UKA) and the other home-country federations. Strategic Enablers

10 England Athletics In Numbers 140,000 registered athletes supported by countless invaluable volunteers 2.2m people running 1x30 minutes a week over the age of 14 (source Active People Survey) 45% women 55% male 113,500 disabled participants taking part in athletics and running at least 1x30 minutes a week (source Active People Survey) Over 1 million website user sessions 500,000 unique users 2.6 million page views 14,500 licensed and qualified athletics coaches and leaders 2,400 licensed road races 1,600 member clubs and organisations Over 50,000 followers on social media 4,000 licensed and qualified athletics officials

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