Strategy - 2019
Strategy for 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 -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. 2014 Actual 2019 1.1 increase the number of active members Increase the number of active members recognised by WW database, through improved infrastructure, the introduction of ney appointed RDO s and local pathway / Talent ID initiatives 1.2 Increase the Number of Affiliated Clubs Increase the number of affiliated clubs recognised by WW database. Providing support and guidance. Aiding new clubs to successful equipment / coach grant applications 1.3 increase the number of centres with Powerlifting Facilities Year 1 - Acquire disability benches form BWL. Following years - target one affiliated club which fits geographically and facility size 1.4 Increase the Number of Disability Members Increase the number of members recognised by WW data base, through improved infrastructure, the introduction of ney appointed RDO s and local pathway / Talent ID initiatives 1.5 Establish & Develop 7 Regional WL Academies Create criteria for Academy status. Aid 7 affiliated centres to reach Academy status. Appoint 7 RDO s to work within Academies and surrounding areas. Support coaching and performance development at Academy. Aid academies to apply for Development funding and community chest grants. Organise regular ID talent schemes and festivals. Set up out reach clubs. Run 5x60 school clubs. Set up local pathway and transfer from other sports into main centre. Increase number of lifters. Increase number of lifters progressing towards North / South talent squads. Provide RDO s with CPD opportunities. Academy lifters - Additional Number of Lifters Gained at Academy through Local Pathway and Talent ID Schemes (Figure based on outcomes from one year project in Pembrokeshire) 1.6 Establish a National Lifting League Liaise with affiliated clubs to set league structure. Promote and target new lifters / teams into league. Increase number of teams taking part. Number of lifters in Lifting League 120 160 200 245 280 16 18 20 22 24 0 2 3 4 5 0 4 6 8 10 HAWFC Bangor Sport Parc Eirias SAW SA1 Cross fit Breeze s Gym Willpower 175 0 6 8 10 12 0 36 48 60 72 1.7 Review Participation Pathway Use HAWFC and SAW Lifting centres as templates for local pathway model embed at 7 regional areas 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 Improve Value of Talent Cymru Programme Use current CWG s data to set funding thresholds. Raise threshold, include levels for age groups. 2014 Actual 2.2 Number of Lifters Achieving GB Representation 3 3 4 4 5 2.3 Medals Won Commonwealth Games 1 - - - 2 British Seniors 6 6 7 7 8 British U23 1 1 2 2 3 British Juniors 0 1 1 2 2 British U17 s N/A 4 5 6 7 British Schools 5 6 6 7 7 2019 2.4 Increase the Number of Lifters able to Achieve the CWG s Qualifying Standards 1) Create challenging targets Revise CWG s standards, Welsh squad standards and Talent Cymru funding thresholds to be in line with the increased Commonwealth standard and inline with current CWG s data 2) Re-structure coaching staff and their responsibilities 3) Create South & North Talent squad 4) Revise pathway to Welsh Squad 5) Establish high quality Competitions Programme 6) Enter International competitions which provide challenging competition 7) Increase number of lifters gaining International experience 8) Training camps for Gold Coast long list lifters 9) Holding camp Gold Coast 10) Incorporate team building camps into Annual calendar 11) Develop provision of SW support staff for North Wales available to all lifters on Talent Cymru funding 12) Continued provision from SW support staff at WIS available to all lifters on Talent Cymru funding 13) Fully utilize SW support staff at squad weekends and training camps 14) Develop current data system of lifters performance, monitoring and target setting 15) Develop current IPP for lifters 2.5 Develop Bangor University As a centre to hold North Wales squads / Welsh Squads / Competitions and training venue 2.7 Develop WIS Weights Facility into a Functional Gym Allowing greater access, space, safety for Weightlifting and Wheelchair users, while maintaining a WIS gym membership base and WIS income 2.6 Increase use of WIS Weights Facility With Welsh squads and South Wales squads. Venue for BWL & WW coaching awards. Increased use via National age group competitions 2.8 Develop Competition Venues Ensure Geographical areas other than Cardiff have the capability of holding Weightlifting events. Bangor & Haverfordwest 4
3. governance and administration Ensuring WW can deliver and support this strategy and that high standards of good governance and management are sustained. 3.1 Voluntary Code of Good Governance Sign up to the voluntary code of good governance for the sport and recreation sector 2014 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. 3.3 Organisational Policy All organizational policies and procedures required are in place, updated when required and communicated to relevant employees, volunteers, members and stakeholders. 9 7 during 2013 11 13 15 15 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 Develop a risk management strategy Produce a risk register and monitor 6 7 8 8 8 3.6 human resources To develop an appropriate staffing structure within the organisation to develop the sport and support Governance 3.8 Review and Develop HR Documents 3.9 Review and Develop Financial Policies 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 Up Skill Coaches Involved with Disability Powerlifting Liaise with BWL, gain from their experience, plan and deliver workshops 4.2 Educate and Prepare Tutors, Assessors and Verifiers for WW Workshops and BWL NGB Awards 4.3 Continue Current Coach Programme - Shadow Performance Staff Fund club coaches / ROD s to gain performance coaching experience at International events 4.4 continue to organise coaching Seminars Developing knoedge of RDO s, club coaches and coaches on WW coach development programme 4.5 Attendance on SW / WSA Workshops RDO s attend and feedback to region 4.6 Future Potential Performance Staff Use the experience from staff within the NGB to mentor and guide promising coaches 4.7 Develop Knoedge of Performance Staff Continue to under take annual reviews of staff, ensuring clear CPD targets are identified 4.8 Develop Knoedge of Performance Staff Year one - Organise CPD opportunities at the highest level for our performance staff Shadow Higher level National coach during their home countries Elite camp. Year two - invite higher level National Coach to Wales to gain performance knoedge, evaluate, assess and develop own coaching methods. Develop National coaching structure. 4.9 Raise Standard of Officials current officials, whom are able to meet criteria for International accreditation. Support officials and nominate for CWG s 4.10 Increase Amount of Female Officials Liaise with BWL to hold Cat 2 officials course. Free places for females establish weightlifting wales as a learning provider For weightlifting and FitneSS coaching awards 4.10 Appoint a Education Development Manager To oversee the BWL accreditation process, to create and implement policies, oversee various WW Workshops, create and accredit new workshops, recruit and train course tutors, assessors and verifiers. Widen the market and promote WW as a learning provider. Link to all coach education programmes. Create an income from educational courses for WW. 4.12 Work with other NGB s & Establishments Setting up Accredited Centres on Behalf of WW 4.14 Increase Number of Coaches (Running Total) a) Increase the number of active coaches gaining BWL level 1 and level 2 status 4.11 Increase the Amount WW Workshops to Educate and as an Income Generator A professional Lifting Workshop has been created in partnership with the WSA. Create other workshops of interest to the wider community 4.13 Become an Accredited Centre for BWL NGB Awards Work with BWL Set up WW as an accredited centre to delivery BWL Level One and Level One coaching Awards 2014 Actual 45 65 85 105 2019 125 b) Increase the number of coaches gaining 4 reps points WW Workshop 0 60 140 240 360 6
5. develop non Funded revenue Stream To ensure membership and club income continues. To establish WW as a coach education provider and target a wide audience. 2014 Actual 2019 Individual membership 2100 2800 3500 4270 4900 Affiliate club membership 800 900 1000 1100 1200 WW Workshop - 4469 5959 7449 8938 WW Strength and Conditioning Workshop - - 4469 5959 7449 BWL level one via WW accredited learning centre - 2470 3705 4940 4940 BWL level two via WW accredited learning centre - 1200 2400 2400 2400 Total non funded income - 11,839 21,033 26,118 29,827 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