WATER POLO STRATEGY 2016 SHORT-TERM VISION FOR WATER POLO

Transcription

1 WATER POLO STRATEGY 2016 SHORT-TERM VISION FOR WATER POLO

2 THE ASA S THREE FRONTIER MODEL Frontier 1 Increase water polo s visibility and relevance Frontier 2 Improve the overall water polo environment Frontier 3 Tailor the water polo offer to different needs Critical to address ALL 3 FRONTIERS to bring in new audiences and retain existing audiences

3 FRONTIER 1 INCREASE WATER POLO S VISIBILITY & RELEVANCE

4 DEVELOP A CLEARLY IDENTIFIABLE BRAND To unify the sport Develop a suite of England Water Polo logos and associated collateral in line with ASA re-brand Create and share brand guidelines to ensure best in class marketing & design Develop aspirational brand values, reflective of the whole sport Position water polo as a ball sport and part of the aquatics disciplines

5 IMPROVED COMMUNICATION Continue to build on the content and functionality of the Water Polo Hub ( Create and build social media presence reflective of the whole sport Increase online engagement with water polo members Agreed annual PR/Marketing Campaign Calendar in place Increased media coverage

6 CLUB VISIBILTY Increased visibility of best in class clubs is essential to the growth of water polo With imagery and messaging that reflects a diverse offer to attract new markets Club s will be supported to improve their online presence Club s will be supported to develop links with relevant local partners to increase visibility in the community National campaign calendar will ensure national messages are reiterated locally increasing social currency

7 FRONTIER 2 IMPROVE THE OVERALL WATER POLO ENVIRONMENT

8 SUPPORT CLUBS TO OFFER A QUALITY EXPERIENCE Geographically convenient clubs, offering a quality experience are essential to the future of water polo Pursuing Swim21 accreditation will ensure that our water polo clubs are providing a quality club environment and demonstrate capability and quality to Sport England Water polo is dedicated to working toward achieving 80% accreditation amongst stand alone water polo clubs A continual cycle of review of Swim21 criteria and benefits will ensure it remains appropriate and applicable to water polo Clubs will be supported & encouraged to engage with the ASA Club Development Team, who have a clear mandate on how they can be utilised to support water polo clubs

9 COACH DEVELOPMENT Knowledge and understanding of who our water polo coaches are and what their development needs and aspirations are is key to growing a coaching community according to the needs of the sport. Annual coach registration would ensure better knowledge and understanding of the coaching workforce. An annual coach and tutor conference will engage and update this integral part of the water polo community. A qualified tutor workforce needs to be in place in line with course demand

10 COACH DEVELOPMENT (CONT.) A clear, visual coaching pathway is required for recruitment and retention of coaches, from junior leaders through to National Squad coaches, with clearly identified education and development milestones. Coaching qualifications need to be more appealing and accessible to new markets at entry level and fit for purpose. Tiered coach development programmes will be created according to the needs of different level coaches. Coach development programmes will include; a series of CPD modules to complement UKCC pathway, formal and informal workshops, shadowing appointments and personal development planning.

11 OFFICIALS DEVELOPMENT Knowledge and understanding of who our water polo officials are and what their development needs and aspirations are is key to growing an officials community according to the needs of the sport. In order for these needs to be understood an annual region by region review and audit of match official requirements, based on team and league demands will be undertaken Annual officials registration would ensure better knowledge and understanding of the active officials workforce. An annual officials and tutor conference will engage and update this integral part of the water polo community.

12 OFFICIALS DEVELOPMENT (CONT.) A clear, visual officials development pathway is required for recruitment and retention of officials, from junior through to senior officials, with clearly identified education and development milestones. Officials qualifications need to be owned and accredited by the governing body and be fit for purpose. Officials should be treated with respect and officiate under the auspices of fair play. The sport is dedicated to developing match officials of international appointment standards to ensure the needs of national teams can be met. An ongoing assessment process of all officials will be created in order to maintain standards, identify talented officials and highlight education and development needs.

13 ENCOURAGE ENVIRONMENTAL IMPROVEMENTS There will be a clear focus on influencing strategic owners of facilities in order to add water polo to their offer. Through best in class facilities guidance for all levels of water polo and cost effective equipment packages, water polo will be a sought after addition. Dedicated support will be provided to partners who wish to apply to Sport England funding with water polo needs. Key school, FE and HE facilities will be identified in order to improve the environment and leverage local water polo usage. Water Polo has a unique offer to explore with the private sector and unlock more facilities.

14 FRONTIER 3 TAILOR THE WATER POLO OFFER TO DIFFERENT NEEDS (THE EXPERIENCE)

15 INSIGHT The ASA is committed to understanding the needs of water polo and it s participants in order to tailor the offer effectively. Insight-led development work will ensure that the needs of water polo are understood and met. A key focus will be to influence the ASA Insight Team, Sport England and wider research partners, to ensure that water polo is directly included as part of any relevant swimming projects. To ensure best in class marketing, it should be targeted, focussed and according to insight published.

16 MODIFIED FORMATS Non traditional formats are a tried and tested way of making sport more appealing and accessible at entry level An agreed, introductory approach to introducing the sport, in progressive formats needs to be developed and widely publicised to engage new deliverers and attract participants from new markets Formats will be adaptable with flexible resources that can appeal to target markets.

17 TARGETED RECRUITMENT PROGRAMMES Water polo is the only team swimming sport and the only swimming ball sport and as such can appeal to swimmers and non-swimmers alike if modified and targeted in the right way. The ASA will ensure that a new target market is focussed on each year, in line with the ASA Participation Strategy in order to engage new participants. 2016/17 will target: Building the next generation 1. Learn to Swim market 2. Secondary Schools Social membership 3. University market 4. Adult social market

18 TAILORED & APPROPRIATE COMPETITION STRUCTURE High quality and appropriate-level competitions and events are a key part of retaining water polo participants. To ensure appropriate-level competition is offered to all levels of the player pathway from grass roots to national squads, an annual review process of the competition structure is required. The ASA and WPMG will work with relevant competition league partners to avoid major clashes and ensure players are able to access competition. A published biannual competition calendar, including all ASA, BWPL and LEN competitions is essential to plans for the whole sport. Relevant competitive opportunities will be identified and tailored to each level of the performance pathway.

19 NATIONAL DEVELOPMENT FRAMEWORK Understanding both the traditional and nontraditional ways that participants access water polo, and the landscape in which they are based, is key to the growth of the sport. A National Development Framework reflective of all the elements of water polo delivery across participation and performance, will clearly demonstrate the role of each of the individual parts of the water polo community. The National Development Framework will be used as an assessment tool to identify specific needs of a particular geographical area and highlight how different partners, large or small, can become a key part of an effective network to facilitate the holistic delivery of the sport. The insight derived from the National Development Framework will be used to inform investment or development opportunities across the country.

20 PERFORMANCE PATHWAY The ASA is committed to supporting the most able to achieve excellence and reach world class standards. The performance pathway will extend to the development of coaches, match officials and team staff to ensure best in class support is provided and that England is recognised as a nation capable of developing world class athletes, coaches, officials and performance staff. Focus will be on individual player development rather than competitionspecific team preparation. Clear athlete standards will underpin each level of the performance pathway and will be the focus of coach development and parental education, as well as individual athlete progression.

21 Senior Squads - Senior Men & Senior Women - Centralised venue, monthly training U19 National Squads - U19 Men & U19 Women - Centralised venue, monthly training U17 National Squads - U17 Boys & U17 Girls - Centralised venue, monthly training National Academy - 2 squads per gender, U16 Boys & U16 Girls - Centralised venue, triannual training camps Regional Academy - 8 squads, 2 age groups U14 & U16 - Regional venues, monthly training BWPL League BUCS League ASA National U19 Championships ASA National U17 Championships Sainsbury s School Games Inter-Regional Championships Regional Academy Competition Days LEN Senior Championships Commonwealth Games World Student Games LEN Junior Championships ESSA U19 Championships LEN Youth Championships ESSA U17 Championships Clubs/School Teams - Weekly training, delivering recommended technical standards Learn to Swim Schools - Weekly training, delivering stages 8. 9 & 10