STRATEGY - 2019
Strategy for 2015 2019 VISION To inspire a nation of weightlifters, hooked on the Sport through outstanding leadership and expertise; ensuring Commonwealth champions, increased participation and a healthier Nation. ASPIRATIONS To produce the biggest return in: 1. Medals at Commonwealth Games. 2. Increased Community participation. 3. Increased active coaches. Our offer continues to be intrinsically linked to the Welsh sports sector s vision to Unite a Proud Sporting Nation, where Every Child is Hooked on Sport for Life and where Wales is recognised as a Nation of Champions. Welsh Weightlifting is committed to the sector s vision and believe that we continue to offer a pivotal and unique role in helping to drive change. Our Five Point Action Plan is consistent with that of the sector reflecting the need within our own specific environment. Additionally this plan will support the targets set within the Elite Coaching Strategy 2010- as well as the Elite Sport Strategy 2010-. INTRODUCTION Since 2012, Weightlifting Wales has delivered a strong Olympic Legacy - not only developing the number of lifters throughout all age categories (40 to 120) - but also increasing the number of affiliated clubs (5 to 16), coaches (9 to 45) and officials (6 to 25). In 2014, entries into domestic competitions more than doubled; while in the British Seniors entries tripled. The proactive work put in place over recent years has resulted in 18 GB medalists, three lifters representing GB, one Commonwealth Games medal and all performance targets were met. The Weightlifting Wales Board has been completely transformed. The board has grown considerably in strength, skill sets, management, control and direction. Governance, self-assurance and developing a one-team ethos has been an crucial area of work over the last 12 months. With a continued commitment to excellence and targeted work, Weightlifting Wales is excited that the sport can be driven forwards both internationally and domestically with an effective strategy to gain success leading up to Gold Coast and beyond. 1
The governing sport has been through a period of change and improvement. The recent review of the coaching structure, the pathway from grass roots to elite, evaluation of Glasgow 2014 and the previous funding cycle has led to a re-focused strategy. A great deal of time has been spent developing the 2015-2019 strategy and many stakeholder views have been taken into consideration. We are confident our plans will put in place the foundations to ensure podium success at and 2022 - and ensure the sport continues to develop at all levels. (Appendix one 2014 outcomes) FIVE POINT ACTION PLAN: To ensure WW is continually improving, promoting elite class, safe and drug-free weight lifting. Achieved via the following objectives: Pathway Development Supporting WW affiliated centres, coaches and volunteers. Planning and maintaining a strong infrastructure to sustainably increase participation. Pathway to Performance Ensuring our lifters have the best possible support and preparation for key, identified Championships and the Commonwealth Games. Governance and Administration Ensuring WW can deliver and support this strategy and that high standards of good governance and management are sustained. Education and Training To ensure good provision to up skill coaches and officials. To develop and sustain a coach education programme and CPD opportunities. Ensuring future growth and a well qualified work force. Develop non Funded Revenue Stream To ensure membership and club income continues to increase. To establish WW as a coach education provider and target a wide audience. 2
1. PATHWAY DEVELOPMENT Supporting WW affiliated centres, coaches and volunteers. Planning and maintaining a strong infrastructure to sustainably increase participation. 2015 2019 Actual 1.1 Increase the Number of Active Members Increase the number of active members recognised by WW database, through improved infrastructure, social media promotion, participation festivals, the continued good work from RDO s, other local pathway initiatives and Talent ID initiatives 130 180 230 280 1.2 Increase the Number of Affiliated Clubs Increase the number of affiliated clubs recognised by WW database. Providing support and guidance for clubs to develop in both Weightlifting and IPC Powerlifting. Aiding new clubs in appropriate geographical locations to successful equipment / coach grant applications 1.3 Increase the Number of Centres with Powerlifting Facilities Throughout the strategy equip Academies for IPC training opportunities., educate and support potential affiliated clubs to provide IPC opportunities 1.4 Increase the Number of Disability Members Increase the number of active members recognised by WW database, through improved infrastructure, social media promotion, participation festivals, In-sport festivals, the continued good work from RDO s, other local pathway initiatives and Talent ID initiatives 1.5 Establish & Develop 7 Regional Academies Support coaching and performance development at Academy. Aid academies to apply for Development funding and community chest grants. Academies to act as a focal point for surrounding local pathway. Point of contact for developing affiliated clubs. Regular Academy squad training sessions. Annual UKAD sessions. A key role in the Talent ID Programme and feeding the performance pathway 1.6 Develop the National Lifting League Liaise with affiliated clubs to encourage involvement. Promote on social media and target new lifters / teams into league. Increase number of teams taking part. Opportunities for IPC lifters to participate. Provide support and guidance to affiliated clubs to organise such events. Number of lifters in Lifting League 31 40 50 60 2 6 7 8 4 6 8 10 HAWFC NW1 Bangor SAW SA1 Weightlifting Willpower (WIS & Bangor National Centres) 16 22 24 26 80 110 120 130 1.7 Research and create a National Talent ID Programme In partnership with Bangor University carry out research over the next three years, gathering data and knowledge to produce a National ID Programme and forecasting strategies. 1.8 Provide National competitions for Academy teams Organise the Gemau Cymru as an Academy Team event to raise standards, providing a high standard competition venue. 1.8 Provide International competitions for Talent squad members Ensure lifters outside the full Welsh squad have opportunities to compete in International competitions at the appropriate level. 1.9 Provide support systems for Talent squad lifters Work with support leaders from Sport Wales and staff to identify support for talented lifters not in Welsh squad 3
2. PATHWAY TO PERFORMANCE Ensuring our lifters have the best possible support and preparation for key, identified Championships and the Commonwealth Games. 2.1 Monitor value of Talent Cymru programme Use current WW data to monitor and annually review funding thresholds. 2015 Actual 2.2 Number of Lifters Achieving GB Representation 7 6 7 8 Medals Won Commonwealth Games - - - 1 Commonwealth Championships 3 4 5 - British Seniors 4 5 6 7 British U23 1 2 3 3 British Juniors 1 4 5 5 British U17 s 4 8 9 9 British Schools 8 8 9 9 2019 2.4 Develop an IPC competition programme Work with International committee - opportunities for Welsh athletes to compete in International events and qualification for Gold Coast and 2022. 2.4 Manage an IPC Programme alongside the Weightlifting programme As IPC numbers increase provide further support to ensure high levels of performance 2.5 Increase the number of lifters able to achieve the CWG s qualifying standards 1) Create challenging targets Monitor and review CWG s standards, Welsh squad and Talent squad standards and Talent Cymru funding thresholds to be in line with current WW data 2) Ensure the CPD Programme provides opportunities to develop performance knowledge 3) Monitor and review the South Wales & North Wales Talent squad, 6 monthly 4) Maintain and review a high quality Competitions Programme 5) Continue to enter International competitions which provide challenging competition 6) Ensure developing and performance lifters gain enough International experience leading to Commonwealth Games 7) Apply for and prioritise funding to arrange Holding camps for major competitions 8) Continue support provision for North Wales elite athletes 9) Continued provision from SW support staff at WIS for all elite athletes. 10) Fully utilize SW support staff at squad weekends and training camps 11) Develop current data system of lifters performance, monitoring and target setting. 2.6 Develop North Wales Performance Centre Work closely with Bangor university to develop the performance centre, opportunities for National and International competitions, Welsh and Talent squads, learning programmes. 2.8 Locate future partner in South Wales to develop a South Wales Performance centre Liaison with Universities, WIS and / or private organisations. Or set up and establish WW stand-alone centre and/or collaboration with other NBG s. Work with Business Wales, Sport Wales, WSA and other organisations to access funding 2.7 Increase use of WIS weights facility Welsh squads and South Wales squads. Venue for B & WW coaching awards. Increased use via National age group competitions. 2.9 Plan scientific research performance projectsensure Work closely with WIPS, WW staff and higher level lifters to set i n place relevant performance specific projects which have the potential to impact on performance 4
3. LEADERSHIP, GOVERNANCE AND ADMINISTRATION Ensuring WW can deliver and support this strategy and that high standards of good governance and management are sustained. 3.1 Governance Leadership Framework for Wales (GLFW) 3.1 Governance Leadership Framework for Wales (GLFW) Discuss the Framework at Board and achieve approval to sign up to the Governance Leadership Framework for Wales (GLFW) Examine what the Principles and Behaviours mean in our organisation Include the Framework as an objective in our Strategic Plan Select an individual to take responsibility for the Framework Review current governance and leadership of WW Development of GLFW implementation plan Meet the minimum expectations of at least one of WW identified priority areas of governance work within the GLFW 2015 Actual 2019 3.2 Self Assurance Completion of the on-line self assurance website each year for Sport Wales. WW will strive to improve year on year and achieve full scores on self assurance across all relevant outcomes by 2019. 11 13 14 14 3.3 Weightlifting Wales Policies Continue to annually review policies and update procedures. Ensure all policies and procedures are communicated to staff / employees, Wider members, volunteers, members and stakeholders. 3.4 Balanced, Inclusive and Skilled Board Move to a skilled based board. Develop a skills matrix to identify relevant skills required on the board and appointment of new members with HR, Governance and Financial skill sets 3.5 Performance, Workforce, Governance and Finance Sub-Groups All sub-working groups (performance, Workforce, Governance and Finance) fully established: Terms of reference adopted Each group meeting quarterly Adequate reporting mechanisms established to the Board 3.7 Risk Management It is important that the operation of WW is within an effective Governance framework with key risk areas managed successfully Annually review risk management strategy Annually update the risk register and monitor 3.9 Safeguarding Work closely with NSPCC. Ensure all standards of theframework for safeguarding and protecting children in and through sport in Wales are met (level 2) See Safeguarding plan 3.11 Equality Achieve foundation level by January and maintain this through 6 6 7 8 3.6 Human Resources To maintain an appropriate staffing structure within the organisation to develop the sport and support Governance Review and develop HR documents 3.8 Review and develop Financial policies 3.10 UKAD Work closely with UKAD. Ensure annual tasks from the UKAD policy are completed. See UKAD plan 3.12 Review and update website Clear page on WW website for members to view and located policies quickly and easily. 5
4. EDUCATION AND TRAINING To ensure good provision to up skill coaches and officials. To develop and sustain a coach education programme and CPD opportunities. Ensuring future growth and a well qualified work force. 4.1 Continue to up skill coaches involved with Disability Powerlifting Continue to work with the International committee to provide high quality CPD for staff and affiliated coaches 4.2 Continue to develop a pool of good quality tutors, assessors and verifiers for the WW course programme. 4.3 Continue current coach programme - Shadow Performance Staff Fund staff to gain performance coaching experience at International events 4.4 Continue to organise coaching seminars and staff training days Sharing knowledge from within the NGB and from outside coaches / performance staff 4.5 Continue to access SW / WSA workshops Staff attend and feedback to others 4.6 Develop knowledge of performance staff Continue to under take annual reviews of staff, ensuring clear CPD targets are identified. Key personal attend high level IWF and EWF coaching seminars and feedback to staff 4.7 Continue to raise standard of Officials Continue CPD for current officials and encourage members from affiliates to become officials. current officials, whom are able to meet criteria for International accreditation. Support officials and nominate for CWG s 4.8 Increase amount of female officials Continue to liaise with affiliates to encourage female participation and qualification 4.9 Plan a wider range of high quality courses for members and non-members Continue B awards and work for British Army. Accredited centre for Strength and conditioning level 3 and Personal training level 3 2015 2019 Actual 4.10 Increase number of coaches (new coaches) Increase the number of active coaches gaining a) Weightlifting Wales workshop 30 30 35 40 b) B level 1 37 25 27 30 c) B Level 2 16 15 20 25 d) Strength and Conditioning level 3 n/a 30 40 50 e) Personal training n/a 15 20 25 6
5. DEVELOP NON FUNDED REVENUE STREAM To ensure membership and club income continues. To ensure the coach education programme continues to build and increase profit. 2015 Actual 2019 Individual membership 2285 3060 3910 4760 Affiliate club membership 1550 2000 2500 3000 Competition entries 3305 3500 3700 3900 WW Workshop 1372 1500 1750 2000 B level one via WW accredited learning centre B level two via WW accredited learning centre S&C Level 1 to 3 3700 8750 9450 10500 2400 6750 9000 11250 n/a 11000 14000 19000 PT courses n/a 7500 10000 12500 Total non funded income ORGANISATIONAL CHART BOARD MEMBER SECRETARY CHAIRPERSON BOARD MEMBER BOARD MEMBER BOARD MEMBER SPORTS MANAGER COACH EDUCATION OFFICER PERFORMANCE MANAGER NORTH PERFORMANCE MANAGER SOUTH BUSINESS MANAGER ADMINISTRATION OFFICER RDO NORTH ROD SOUTH RDO NORTH ROD SOUTH RDO NORTH ROD SOUTH ROD SOUTH 7
WEIGHTLIFTING WALES PATHWAY WELSH SQUAD NORTH TALENT SQUAD SOUTH TALENT SQUAD TRANSFER FROM OTHER SPORTS/ CROSSFIT ID FESTIVALS, OUT-REACH CLUBS, SCHOOL CLUBS, TRANSFER FROM OTHER SPORTS 8
Appendix One 2014 PERFORMANCE OUTCOMES TARGET CWG s medal Lifters gaining GB representation Lifters gaining GB medals Active lifter members Affiliated clubs Coaches Officials Structured and well balanced competition calendar Home Nation championships and national events organised professionally and effectively Increase number of affiliated clubs organising open club competitions Opportunities for larger numbers of development and elite lifters competing in international tournaments Equip and create a national training and competition base Data of all performance lifters recorded, monitored and assessed effectively Lifter specific individual performance plans in place Elite training camps and squads organised CPD programme in place for voluntary coaches Female coach programme established and in place Club coach development coach programme established and in place club coaches to gain performance experience in International competitions Performance management annual reviews in place for all WW employees Professional accredited coaching workshop developed WW workshop - policies, learner guidance handbook and online video resource in place IT project used to increase lifter performance via evaluation of technique Increased target audience via social media OUTCOME / SUCCESS 1 3 18 120 16 45 25 9