Welsh Amateur Swimming Association

 Strategic Plan – 2005 – 2010

Introduction

 The original plan was produced in 2002 and early 2003, it was put before the 2003 AGM agreed; and implementation started during the Autumn of 2003. Due to the causal financial effects the plan would have on the WASA it was agreed that a Special Finance  Meeting be called and increased funding agreed before a start date could be confirmed. The Special Finance Meeting took place on 30^th November 2003.and the WASA membership agreed to a substantive increase in membership fees to ensure the plan could be delivered.

 With the UK Government’s initiative on Whole Sport  - One Stop Planning the WASA has totally reviewed the original plan and updated it to cover the period to the 2010 Commonwealth Games. It incorporates all aspects of the original plan and bolsters our drive for a dynamic and positive future for swimming in . It continues the build on our past successes and addresses issues that have impeded the development of the sport at grass roots and elite levels. 

 At the 2004 AGM of WASA it was agreed that a Company Limited by Guarantee should be formed and Memorandum and Articles of Association were confirmed at a Special Meeting in June 2004.

 The WASA confirmed its continued commitment to radical change and is determined to play an effective role as a governing body of sport in , and as part of British Swimming by focussing on the future in a positive and supportive environment of sport in .   To ensure a positive future the WASA are totally committed to review and update of this Strategic Plan in line with both and Welsh Assembly Government initiatives, ASFGB Corporate and Strategic Plans and with the partnership of the SCW.

 One major proposal in this plan is the formation of a Swimming Academy at the Wales National Pool Swansea, this has been made possible by ’ investment in the 50 metre facilities, British Swimming has also supported this investment by basing both the GB Sprint and Disability Performance squads at the pool. 

With David Davies ’s Olympic Bronze Medal in Athens there has been a significant return on ’s investments and WASA is committed to continue this deliver.  WASA remain stand fast in ensuring   the urgent changes required and acknowledged in the original implementation plan will continue to drive the sport forwards over the next quadrennial and towards 2010.    

 This strategic plan outlines WASA’s vision, priorities, goals and the way in which it will work, with others, to achieve them. 

WASA One Stop Plan

Four year Strategic Plan

 Annual Operational Plans

 Work programmes

 Management tools

Monitoring, evaluation and review

  The strategic plan will be used:

-          As the primary management tool for the Association, linking with

-          Performance and Excellence programmes

-          Development programmes

-          Performance management of paid staff and key voluntary officers

-          Budget and financial management

-          Monitoring, evaluation and review of the governing body’s progress

-          To support bids for investment from funding bodies

-          To inform key partners

-          To determine priorities for human and financial resources

-          As a framework for delivery plans at regional level

The Planning Framework

The strategy has been developed within a framework that considers:

 The swimmer at the centre of the strategy

-          The strategic plan is designed around the development and implementation of a progressive pathway that takes the swimmer/performer from foundation to excellence, in line with the long-term athlete development framework.

 -          British Swimming  - the overall vision for the future

-          WASA is an integral part of British Swimming and its strategic plan must work in harmony with British Swimmings'

-          Performance and Excellence intrinsically linked with British standards and qualifying times.

-          WASA programmes dovetail into British Swimming strategy for Potential, Youth and Age Groups.

-          WASA policies underpin British Swimming principles and standards for equity, ethics and corporate governance.

 The Welsh Assembly Government

-          Develop fitness of the nation through the “Climbing High” strategy

-          Integral part in the Fit Swim Initiative

 Sports Council for ’ Corporate Plan

-          The opportunities to work in partnership with the Council and the role the governing body can play in achieving its objectives

 Unitary Authority Sport and Leisure strategies

-          As key providers of facilities, learn to swim programmes and links to education

 Other national organisations and agencies,

-          For example, The Federation for Disability Sport in

 Existing programmes

-          Building on success and strengthening existing programmes where they can contribute to the WASA’s vision for the future.

  Vision of WASA in 2010

 A united, dynamic governing body of sport leading the way from learn to swim to Commonwealth Medals and international success

   
Aims

 By 2010, WASA aims to:

 -          Achieve medals at the Commonwealth Games and place more swimmers in British Teams 

 And to do this, we will need to have:

-          Achieved excellence in the corporate management and operation of a stable governing body from club to national level

-          Built strong effective swimmer development programmes from learn to swim to national levels based on swimmer centred long term athlete development.

-          Developed strong and effective strategic alliances with other organisations

-          Maximised the potential of the national pool and influenced the development of facilities around

-          Developed a skilled work force (paid and voluntary) working effectively to implement the strategy from local to national level

 These aims will be achieved through a number of interlinked key areas of work:

Key Area 1 - Corporate and strategic management

Aim 1 – WASA will establish a streamlined and efficient infrastructure through which to deliver, monitor and review the strategic plan

Aim 2 – WASA will establish effective and efficient administrative systems, appropriate to a modern governing body of sport

Aim 3 – WASA will be financially stable, less dependent on external funding

Aim 4 – WASA will be able to satisfy the requirements of legislation as they affect its operation and corporate governance

Aim 5 – WASA is a modern governing body that demonstrates best practice in its management, administration and accountability to our members and partners

 Key Area 2 - Swimming - development pathway

Aim 1  - WASA will plan and implement a development programme based on the principles of long term athlete development using a swimmer centred approach.

Aim 2 – WASA will work in partnership with clubs and unitary authorities to build the swimming foundation, participation and performance pathway

 Aim 3 – WASA will develop a strong infrastructure of clubs and increase the membership of the association

Aim 4 – WASA will develop a progressive competition structure to provide appropriate levels of competition at all stages of the development pathway, from club to region and national to international

Aim 5 – WASA will develop a progressive training performance development programme to enable swimmers to move from club to national training.

Aim 6 – WASA will integrate disabled swimmers throughout at all levels of the swimmer development pathway

 Key Area 3 – Swimming – performance and excellence

Aim 1 – WASA will achieve a Commonwealth Medal in 2006 and place more Welsh swimmers in British Teams

 Key Area 4 – Communication and Marketing

Aim 1 – WASA will establish effective internal and external communication systems to promote WASA and swimming throughout

 Key Area 5 – Strategic Alliances

Aim 1 – WASA will develop strong and effective strategic alliances with other organisations to support the implementation of the strategic plan  

 Key Area 6 – Developing People

Aim 1 – Was will build a skilled work team comprising paid staff and voluntary officers, who work together to achieve our goals

Proposed Organisational Structure

The roles and responsibilities of the proposed new regional structure should be driven by the strategic objectives and in particular, the desire for a streamlined and united governing body, driven by a national strategy and supported by a strong and effective club infrastructure.    

The roles and responsibilities will initially concentrate on:-

 -          National regional performance squads

 -          Supporting the paid staff in the implementation of the strategic plan at a regional level, taking into account the different stages of development and infrastructure within each region, through the national development plan.

 -          Acting as a point of contact for clubs, Unitary Authorities and other key partners

 -          Encouraging areas, counties and boroughs to work together as regions

-          Co-ordinating the progressive competition programme from club to regional level

 -          Identifying, recruiting, supporting and developing skilled volunteers at club and regional level and for those with ambition to progress, supporting their development to national and international levels 

 The structure of the region, should, in the main, reflect the structure of the national Management Board, identifying a group of people with the skills, knowledge and experience to oversee the implementation of the overall strategy and taking individual responsibility for a key area of work.   A process of ongoing communication with affiliated clubs, members and partners should inform the regional and national plans.  

 Financial support to the region will be provided against a costed development plan that demonstrates delivery of the national strategic objectives.
Paid Staff 

 Aim:  to develop a professional staff team, to whom the implementation of the strategic plan can be delegated.  The team will be supported by and accountable to the Board of Management, through the Chief Executive Officer.

The changing demands on the staff team will be subject to ongoing review as the strategic plan rolls out

 Chief Executive Officer – Full time.

 To take month-to-month responsibility for the implementation of the strategic plan and as a driver for change. 

To re-establish the governing body on a sound footing, increase its self sufficiency and reduce its dependence upon external funding.

To provide direction and leadership for the paid staff and voluntary officers.

 Performance and Excellence and Development Team –