Athletics Whole Sport Plan

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1 Athletics Whole Sport Plan

2 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 Together we can build an Athletic nation. Participation in athletics has continually increased between 2009 and 2011, as measured by Active People. Sport England research points to significant un-met demand in the years ahead. Athletics potential has still to be reached. 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. We have created a community sport system of 52 Athletics networks, covering the country, and engaging directly with over half a million participants. The affiliated sport (competing club members) has grown from 98,000 to 120,000 in three years ( ) and our plans prepare our sport to respond positively to continual growth in the coming years. The NGB was voted NGB of the Year at the 2011 Sports Industry Awards. 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). 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 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 Foreword

3 Foreword We have a well defined route map to maximise the legacy potential of the 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 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, schoolclub 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 , 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 Executive Chair, England Athletics Niels de Vos Chief Executive UKA page iv

4 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. Executive Summary 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 providers, and including the NGBs of other sports. page v

5 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 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

6 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 age groupings). Our 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 Executive Summary Figure ES1: Integrating disability into delivery in the field Community Athletics National Disability Athletics Lead National Disability Athletics Lead Influences policy and programmes horizontally across the whole organisation including competition, club, schools, mass participation, and coaching. Engages the Area Disability Athletics Lead CCSO and Activator in each area team by feeding policy, programme and training information downwards. CCSO CCSO CCSO CCSO (Area Disability Athletics Lead) CCSO Area Delivery Team CCSO Activator Activator Activator (Area Disability Athletics Lead) Activator Activator Activator Area Disability Athletics Lead CCSO Ensures that the Local Coach Development Programme and local club development work is integrated locally reflected in projects, events and programmes on the ground. Ensures that work objectives and individual work programmes throughout the area team carry disability Key Performance Indicators. Area Disability Athletics Lead Activator Ensures that local activity is integrated locally reflected in projects, events and programmes on the ground. Ensures that work objectives and individual work programmes throughout the activator team carry disability Key Performance Indicators. page vii

7 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: 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. 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 valueadded 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 and will be our major area for investment through Sport England funding. Our national campaign and communication work is essential to retain and engage runners who come into the sport through third party running providers. More people are active in athletics and running in areas with Athletics Networks than in areas without. 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 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. 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). 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 age group. This approach will be used as a blueprint to roll out similar programmes in other major cities in the coming cycle. page viii

8 What have we learnt since 2009? That change takes time. Lasting change requires perseverance and consistency of effort, investment and message. Our plans reflect this focus. The importance of providing high quality front line staff activation and develop ment support to our customers (existing and prospective) to initiate participation a Push Strategy. 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. Partnerships with local government are absolutely essential to maintaining local engagement. Executive Summary 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. The importance of a mixed economy approach to front line development and del ivery 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. Making coach development and education affordable to those priority groups and target audience will continue to be absolutely essential in the coming years. 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. 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. 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 ix

9 Executive Summary page x A Summary of Investment Proposals We will invest over 14,000,000* into a 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). 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. 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 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). 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. 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. 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 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 comprising Sport England grant, NGB and partner contributions in full.

10 We have also targeted the National & Local Coach Development Programme at 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. 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. 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). We will continue to help affiliated clubs to engage with local facility owners, particularly in the maintenance and upkeep of the existing stock of purposebuilt 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). Executive Summary Our primary roles in delivery Facilitation Mentoring Showing Sharing Empowering Activating Figure ES2: Our approach Output Input Partnership COMMUNICATION National Strategy Local Planning Activation & Delivery Ideas & Programme Design Alignment of Resources: People, Money COMMISSIONING CSPs Race Providers Local Authorities Volunteers Corporate Coaches Clubs Charities Community Athletes Year on year affiliation growth 40,000 participants ,000 participants Figure ES3 overleaf gives a headline summary of our investment proposals. page xi

11 Executive Summary Figure ES3: A headline summary where we will invest our resources Key Partners Delivery of Activity Outputs Inputs A high class sporting experience to grow and sustain participation at all levels particularly 14-25s Fully integrated programmes for disabled people from grassroots to podium page xii Sport England Investment Principles Growing and sustaining participation amongst young people aged x30 mins per week. Growing and sustaining participation amongst adults aged 26+ 1x30 mins per week. Growing the number of disabled people doing athletics through inclusive activities. County Sports Partnerships Street Games School Games Organisers and Schools HE/FE sector BUCS Leisure Contractors Athletics Clubs Athletics Networks National Sport Partners Local Authorities Youth Sport Trust SAPCA Corporate Sector Regional Councils County Associations QuadKids Sportshall Third party athletics providers NOVA/VLM etc... Improvement in standards in depth across the sport. Delivering high quality talent development and support programmes for ages with a strong link to the WCPP. Developing the number of talented disabled athletes through inclusive programme delivery. Delivering first class, fit for purpose governance and assurance processes to the sport. WSP Outcomes 1. Growing and sustaining participation levels in athletics. Local front line staff delivering activity and growth in communities. Running Strategy for all areas of the country, aligned to UKA and the broader running community such as race providers service includes race permitting and standards and officials training programmes. Continued growth of Run England recreational running groups, marked routes, 16+/14-25 participation strong partnerships with broader running fraternity & race providers in marketplace. Investment in 52 local Athletics Networks involving 450 hub athletics clubs and local partners 14-25/26+ activation/retention and talent development. School-Club Link work School Games support and delivery through 450 School Games Organisers and 43 local organising committees using our short-format competition models. Community Satellite Clubs integration and partnership with 1000 Doorstep Sport participation training leaders and volunteers in community sport. AthleFIT recreational track and field fitness and competition model 26+/14-25 participation growth amongst corporate, DSC and HE/FE sector. Investment in community athletics facilities in line with the England Athletics Facility Plan. Delivery and design of formal workforce education to support leaders, officials, coaches and others. Delivery of competition at local, league, county and regional level. Delivery of Local Coach Development Programme. 2. Improving the experience of every participant in athletics. Direct growth of 60,000 new participants per annum in athletics 26+ APS (baseline 1,900,000) including 2,400 disabled athletes and including masters age group. Contribution from NGB to a broader participation target of 3m runners by 2017, 30% of these aged ,000 new participants in club athletics per annum (baseline 34,000) including 200 disabled participants). 5% year on year affiliation growth (baseline 120,000* all ages). +0.1% year on year satisfaction rating per annum general members & talent pool 1,500 trained leaders aged per annum in community running/athletics (including 3 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 in schools or HE/FE doing athletics annually, increase the number participating once per week by 10% year on year. Minimum of 30 athletics facility projects created per annum, focusing on marked recreational running routes (including accessible routes), multi-event athletic environments, aligned to Athletics Networks and to support whole sport growth per annum underpinning our people strategies for the sport. Strive to leverage a minimum of 1 for every 1 invested in facilities by England Athletics, for each project. Significant increase in standards of athlete performance at Power of level (top 100 athletes by event). *Affiliation figure April Improving performance levels and growing the next generation of champions. Notes: Retention and expansion of our proven and successful local delivery model. Refinement to the delivery model to be made to evolve and ensure maximum impact locally. Athletics Networks are models of best practice in the delivery of world class community sport. Totally aligned to Sport England priorities ensuring connectivity and alignment between casual, competitive and club athletes and runners is fundamental to our WSP strategy One Nation: One Sport: One Family. All activity delivered by volunteers, leaders and coaches support by the NGB. 1. Growing and sustaining participation levels in athletics. 2. Improving the experience of every participant in athletics. 3. Improving performance levels and growing the next generation of champions. Notes: Consolidation of the single UKA/EA coordinated and award winning coach/talent development strategy. The age group is completely aligned to our whole sport talent target segment. 1, 2 and 3 as above. Notes: Totally aligned to our objective of creating a modern, well governed, structured and highly effective 21st century sport. Athletics Core Themes Community Athletics Investment in delivery of local community athletics programmes comprising schools, clubs, recreational athletics, competitions and facilities/ environments, with disability provision integrated throughout. Programmes and policies filter through our local delivery teams of locally based staff. Athletics Networks at the heart of delivery. Notes: A restructured membership scheme will ensure a greater contribution of funds from the NGB to delivering the outcomes between Running Supporting local competition providers to improve standards of delivery and seek economies of scale between partners. Delivery of a coordinated National Coach Development Programme. Coaching and coach mentoring staff leading programmes to support coaches and talented athletes nationally and locally, all linked to the WCPP. International representative teams for athletes beneath WCPP per annum Full international, national and area competition and team programme involving ESAA and UKA at U15, U16, U17, U18,U19, U20, U23 and Senior level fuelling the World Class Performance Plan. Agreed significant increase in standards, measured via Power of 10 rankings across all event groups. A coordinated network of coach development, at talent level working with roughly the top 3000 athletes within the sport, through their coaches. The majority of this work aimed at the age range. Focussed support to the Futures programme athletes. Coordinated approach to supporting athletes towards the WCP and working with other coaches within the national network. 10,000 talented athletes aged involved in NGB supported competition programmes per annum beneath WCPP. 1,500 newly qualified athletics officials trained per annum as part of a coordinated national officials development programme. A minimum of 40% aged between at Level 1/2. Investment in talent development through competition delivery programmes at international and national level to target talent. Direct coaching interventions as part of nationwide coordinated system. Schools Clubs Recreation UKA Coaches Clubs Sports Coach UK English Schools AA Race Providers Leagues, Clubs School Games High performance facility providers IAAF and other athletic federations Area competition providers EIS Development of Power of 10 rankings to measure England talent pool progression (14-25). Sport England EA Members EA Board UKA, Clubs Competition Facilities Talent Development (National) Governance, Communications, H&S, Welfare, Regulation Investment in providing totally aligned and coordinated England Athletics/UKA high quality sport member services, welfare, regulation, equality, race licensing, facility health and safety/track certification, officials licensing, competition certification, events, commercial opportunities and communications to the sport and broader recreational participant to ultimately underpin athletics delivery of our grow, sustain and excel themed strategies for

12 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 Corporate Goal Growing and sustaining participation levels in the sport Annual Measures 60,000 recreational runners/athletes per annum 1x30 mins per week of which 40,000 will be 26+ and 20,000 will be aged % year on year affiliation growth (with retention targets for age group) Four Year Target Measure 240,000 new recreational runners (direct NGB target) towards an overall four year nationwide growth of over 1 million new runners (*3m total from a 1.9m baseline) with 30% of these being aged ,000 affiliated participants by based on a figure of 178,000 in (increase from 120,000 in April 2012 due to restructured affiliation including Under 11s and uplift from Olympic/Paralympic year) Executive Summary Of the 200,000 young people aged in schools or HE/FE doing athletics annually, increase the number participating once per week by 10% year-on-year. 280,000 participants in this sector at KS3 and above by 2017 Improving the experiences of every participant in the sport 1500 trained leaders aged per annum including 5,000 coaches in club athletics per annum 0.1+ year on year satisfaction rating per annum general members and talent pool 6,000 trained leaders aged by 2017 Deliver over 20,000 coaching qualifications by 2017 As Annual Measures but complimented by our own internal customer measures that are conducted at six monthly and annual periods Improving performance levels and growing the next generation of senior athletic champions Increase in depth of talented athletes featuring on Power of 10 per annum across events (top 100) Year-on-year performance improvement measured by Power of 10 rankings Underpinning all measures Specific disability targets woven into 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 programmes. The measures below are critical to driving NGB and Sport England outcomes. page xiii

13 Executive Summary Table ES2: Critical submission measures ES2a: Participation of Young People years 1x30 minutes per week Measure Baseline Year 1 Year 2 Year 3 Year 4 APS (%) 7.58% APS (number) 530, , , , ,900 Young People measure based on 20,000 new participants per annum aged 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 annum in athletics 26+ including 2,400 disabled athletes per annum. 83,400 85,800 88,200 90,600 93,000 5,000 new participants in club athletics per annum (baseline 34,000) including 200 disabled Participants over the period. 1,500 trained leaders aged per annum in community running/ athletics including 20 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 in schools or HE/FE doing athletics annually, increase the number of disabled people participating once per week by 200 year on year leaders 22 coaches ,000 2,200 2,400 2,600 2,800 ES2d: The athletics pathway page xiv Area Measure Year 1 Year 2 Year 3 Year 4 Quality and quantity of athletes at the top end of the pathway Increase in number of athletes over agreed baseline standard (power of national standard). To be confirmed following summer 2012 performance results as agreed with Emyr Roberts. Baseline 9.35 to be updated following summer Breadth & scale of the pathway (appropriate numbers of quality athletes at each level) and athlete progress through ETP (convers - ion/reduced attrition) Quality of the pathway (ETP maturity and system enhancement) Effectiveness of the pathway for athletes with a disability Increase in number of athletes over agreed baseline standard (power of standard). To be confirmed following summer 2012 performance results as agreed with Emyr Roberts. Baseline 99.2 to be updated following summer coaches with a minimum 5% churn year on year accessing the NCDP, coaches accessing LCDP each year. Delivery of at least 40 national level and 200 local level coach development events. Rating of all events and support above 80 percent. All activity to be delivered with an integrated focus including integrated national championships and coach development opportunities. Specific measure to be agreed TBA TBA TBA TBA

14 Our Submission in Summary Figure ES3 and Figure ES4 below give a summary of our submission. Figure ES3: Strategic Plan The Goals > Growing and sustaining participation levels in the sport Outputs Executive Summary page xv The Athletics Mission We will work in partnership with the wider athletics family to create a vibrant, safe and progressive sport that embraces athletes of all abilities, from all communities, and to grow the next generation of athletics champions > Improving the experience of every participant in the sport > Improving performance levels and growing the next generation of champions The Core Interventions > Community Athletics > Coaching & Talent > Competition > Facilities The Role > Facilitation > Mentoring > Guidance > Showing > Sharing > Empowering > Activating Headline Measures > Year-on-year growth in adult participation 26+ > Raise the percentage of year olds doing athletics year on year > Achieving good levels of customer satisfaction > Sustaining and growing the number of affiliated and competing athletes in the sport > Increasing standards of athlete performance between the ages of > Increasing and improving the quality of the number of coaches, officials and volunteers year on year The Market > Young People > Adults 26+ > Affiliated Athletes 11+ > Talent Pool 14+ The Values > Customer focus > Commitment to equality > Working together > Commitment to excellence > Pride in our heritage

15 Executive Summary Figure ES4: Our submission in summary Core Interventions Better transition from school to community, college, university, work and beyond Competition Facilities Running Coaching & Talent Community Athletics page xvi Coaching, Talent & Competition Investment in inclusive national & local coach, competition and talent development programmes. Circa 1,000 coaches on National & Local Coach Development Programmes directly working to nurture 16,000+ athletes in clubs between the ages of and to then mentor a further 1,600+ local coaches, who in turn support 21,200+ athletes in over 450 clubs nationwide. National, area and local competition programme and international teams supporting and retaining 3,000+ sub elite talented athletes aged in both the club and school setting and in partnership with ESAA. Clear connectivity between our recreational and talent development pathways a full coordinated programme. Facilities Guidance on facility planning Asset transfer support Club business planning Local authority strategic planning Best practice and guidance Resources and training for contractors Community Athletics Tasked with driving participation and retention amongst 26+ and audience supporting 450 athletics clubs in 52 networks and connecting with the recreational market a minimum of 60,000 new participants per annum 26+ and 20,000 aged between Growing the affiliated sport from a baseline of 120,000* year-on-year by a minimum of 5% per annum to 2017 and reducing drop off amongst year olds year on year. Roll out of a new adult recreational track and field fitness and competition programme called AthleFIT targeting men and women, specifically in universities/colleges, the corporate sector and leisure market. 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 Activators to transform our sport servicing an existing sport of 1,270 clubs, 120,000* athletes, 12,000 licensed coaches, 1,900,000 recreational athletes. 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 community coaching and recreational running/track and field programmes targeting and 26+. Full athletics offer and support to the School Games competition system via our community athletics activation and national web/training service 1,000 community athletics clubs on school sites. Training a minimum of 1,500 teachers in secondary schools per annum to deliver athletics in and outside the curriculum for year olds. Engaging a minimum of 1,500 new young leaders and coaches aged between in the community per annum. Flexible local coach and leader education prioritising the age group. Capital Investment into community recreational multi event, track, field and running trail projects to underpin and accelerate our community activation work Sustain Leverage & Connectivity Innovative & Creative Preservation Doorstep Sport Schools HE/FE Clubs Corporate Develop Nurture Excel Accelerate Core Priorities Increase & sustain participation among and 26+ Outcomes Grow Sustain Young People Year-on-year growth in adult participation Sustain Grow Mass Participation 26+ (Adults unattached) Target Audience Segments Sustain Excel Grow Affiliated Club Members (Age 11+) Excel Talent Pool *Affiliation figure April 2012

16 England Athletics Limited Athletics House Alexander Stadium Walsall Road Perry Barr Birmingham B42 2BE UKA Athletics House Alexander Stadium Walsall Road Perry Barr Birmingham B42 2BE