A Strategic & Operational Plan Presented by: Ian Elliot , on - - PowerPoint PPT Presentation

14 November 2015

A Strategic & Operational Plan

Presented by: Ian Elliot, on behalf of the ASA’s England Water Polo Management Group

The England Water Polo Management Group

England Water Polo Management

Personnel

Group Chair, Ian Elliot Governance and Commercial, Simon Tinkler Marketing and Communications, Chris Dean Performance Pathway, Phil Winstanley Competition and Events, Mike Hesketh Match official’s development, Mike Jukes Coach education and development, Sarah Dunsbee National Development Officer for water polo, Norman Leighton

EWPMG Mandate 1 – the 2015 ASA Strategic Review, the ‘Tunnicliffe Review’

The 2015 ASA Strategic Review

In Jan 2015 the ASA agreed the following:

• New leadership for polo with clear powers and responsibilities.
• The idea of a consolidated water polo budget.
• The brand ‘England Water Polo’.
• Improved comms
• Changes to the performance pathway
• Changes in the training culture
• The idea that competitions should drive standards
• Bringing back a senior England Water Polo programme

EWPMG Mandate 2 – the ASA COO’s document ‘ASA Water

• Polo. The Future’ 25 Jan 2015

‘ASA Water Polo. The Future’ 25 Jan 2015

The ASA COO stated the following:

• The ASA agreed that the ASA England Water Polo Management

Group should use the recommendations set out in the review document as a framework for a revised strategic and operational plan.

• As part of the formulation of the plan it was agree that the resource

requirements would be identified and priorities agreed.

• The ASA committed to ensuring changes in the current structure

would be aligned to the recommendations in the review

• The ASA noted that there was a need for an international

programme.

• The ASA would ensure appropriate resources were available for the

plan, to support a sustainable programme.

Governance & Commercial

Governance

Key actions since EWPMG appointed

A Reviewed governance options

• EWPMG strongly recommends proper authority is delegated to

manage water polo in England

• EWPMG should remain accountable to ASA
• 2 management options for the ASA
• Option 1 - direct management of staff by EWPMG
• Option 2 – the creation of a senior management role within the

ASA of Water Polo Manager, managed by EWPMG, with power to manage staff B EWPMG clear preference is for Governance Option 1 C Identified key authorities and delegated powers required D Considered but rejected either fully independent WPMG or ASA running water polo with a water polo advisory group

Governance

Governance

Key management authorities to be delegated to EWPMG

• all water polo activities, in line with ASA

strategy

• talent programme/coach

selection/England team management

• ther programmes (not Beacons)
• direct the format of all ASA

competitions

• training and development of coaches

and match officials

• direct all water polo promotion, PR and

communications

• engagement with all third parties (BS,

Sport England, ESSA etc.)

• sourcing third party funding

Governance

Funding Sources identified

• sponsorship
• Sport England and others
• player/club/parent contributions
• water polo alumni/legacies
• “charity style” fundraising
• partnership with local authorities and others
• universities/schools
• regions

Governance

EWPMG composition

• Chair appointed by ASA after open recruitment process
• ther members appointed by leader after similar process
• 4 year term; maximum of 2 terms
• leader plus members for
• player pathway/talent
• coaching
• match officials
• marketing /communications
• fundraising/commercial
• governance
• finance/audit

Governance

KPIs

• Recruit/identify all new ASA water polo staff by 30 June 2016.
• All authorities and reporting structures fully in place by 30 June

2016.

• EWPMG to meet at least 6 x per year
• Regular meetings between Chair and ASA
• Annual progress report to all
• Annual water polo conference for all
• Individual EWPMG targets & reports

Marketing & Communications

M&C

Actions to date

EWPMG Marketing and comms team established with the appointment

• f Andy Rollé and Rachel Drabble

EWPMG has identified that England Water Polo’s aspirational brand values are;

• athletic dedication
• hard work
• professionalism
• sporting achievement

M&C

England Water Polo brand & social media

• England Water Polo imagery July 2015
• EWPMG propose to promote England Water

Polo as a popular, well organised, inclusive aquatic team sport for males and females, which delivers on its sporting and administrative goals.

• Promotion of our representative sides & brand

development; external funding

• Social media April 2015

M&C

@ENGwaterpolo

• >500 followers
• >500 tweets
• 173 pictures and videos
• Average >20 tweets per week

M&C

England Water Polo FB page

• 230 articles
• 9 Facebook articles per week
• England Water Polo posts have an

average reach of >1000

• >7,000 interactions
• Total reach of >250,000 people
• Top reach - Baku related share which

appeared in the timelines of nearly 33,000 people

M&C

Internal comms

Talent squads closed FB groups Squad specific WhatsApp groups for international events

M&C

Facebook analytics

M&C

EWPMG Campaign Protocol, June – Oct 2015

1. GBR 1998 women’s water polo team, Baku, June 12th – 28th. 2. ESSA, English Schools’ men’s U19 water polo team, Malta, July 17th – 21st. 3. GBR 1995 women’s water polo team, Volos, August 17th – 23rd. 4. England 2000 women’s water polo team, Prague, Sept 4th – 6th. 5. England 1999 men’s water polo team, Lithuania, Oct 22nd – 25th.

M&C

GBR 1998 women’s water polo team

Before the games…

M&C

GBR 1998 women’s water polo team, Baku

During the games…

M&C

ESSA, English Schools’ men’s U19s

Before the tournament…

M&C

ESSA, English Schools’ men’s U19s, Malta

M&C ESSA, English Schools’ men’s U19s, Malta

M&C

GBR 1995 women’s water polo team, Volos

M&C

GBR 1995 women’s water polo team, Volos

M&C GBR 1995 women’s water polo team, Volos

M&C

England 2000 women’s water polo team, Prague

M&C England 2000 women’s water polo team, Prague

M&C

England 1999 men’s water polo team, Baltic Amadeus, Lithuania

M&C

M&C

ASA water polo hub

• Conceived by the ASA without EWPMG

input

• Designed by the ASA without EWPMG

input

• Currently losing visitors with falling

numbers

• No evidence of editorial planning
• Lack of ASA generated content, lack of

SEO activity

• Needs revitalisation/rethink/substantial

investment

M&C and

PR & Comms

Satisfactory working relationship, however we have found…

• Opacity re management of this area
• No evidence of ASA PR & comms planning re water polo
• No resource info supplied by the ASA
• No evidence of use by ASA of PR& comms management tools
• No clear PR & comms objectives on the part of the ASA for water

polo

M&C

KPIs

• Management meetings with relevant ASA teams
• PR/Marketing campaign calendar to be agreed
• ASA depts. to draft clear editorial plans for England Water Polo in

conjunction with EWPMG

• ASA water Polo hub to reverse the decline in traffic and achieve

significant reach monthly

• Growth in numbers of England Water Polo Twitter followers
• Growth in numbers of England Water Polo Facebook page likes
• EWPMG M&C written report to EWPMG. Report to be annual and a

public document

M&C

And finally…

Participation area of delivery

Participation strategy

The ASA has appointed a National Development Officer for water polo

• Suzy Stevenson.
• 6 years in sports development.
• Derby City Council.
• Volleyball England.
• Suzy has drafted the plan for

implementation independent of the EWPMG.

• Suzy presenting her ideas to the ASA

SGB Nov 15.

• Details to follow.

Performance Pathway

Pathway Performance

Our Objective

Develop senior players capable of representing England and Great Britain and be capable of competing on a European stage

Pathway Performance

Talent Programme review

Must be athlete centred and competition supported

• We don’t currently follow the fundamentals of talent

development

• Emphasis and finances are currently focussed on

developing teams rather than individuals

• There are very few fixtures at an appropriate level and

rarely “the best v the best”

• Risk of losing later-maturing athletes
• We have not been successful…

Performance Pathway

RTC review 1

• Reported lack of core skill development
• No longer a step up from club polo
• Review of current provision of technical and tactical delivery and

development through the RTC programme.

• Review the role of the National Academy in terms of timing, age

groups and objectives.

Performance Pathway

RTC review 2

• A prescriptive programme provided by the

Water Polo Talent Officer against which all volunteer coaches will be required to comply.

• Delivery of the programme by volunteer

coaches of requisite standard who must engage in regular CPD.

• Competition blocks, supported by the Regions

to be introduced on North/South basis, 3 weekends per annum for the best athletes as an introduction to the International Age Group programme.

Performance Pathway

International Age Group Programme

• Termination of Cardiff training camps, with focus on bespoke

International Age Group Programme training at suitable affordable venues.

• Athletes 2-4 years out from Euros – individual development
• Athletes 0-2 years out from Euros with athlete focus to train and

compete through basic athlete screening, strength and conditioning provision, sports psychology support, performance analysis, nutritional advice, specific athlete education and specific specialised coaching support across an expanded programme of engagement.

• Increased contact time for coaches with athletes
• Athletes have individual development plans
• Performance analysis of training and matches

Performance Pathway

England Senior programme

• An informal advisory sub group has been formed of ex-

international players and coaches.

• Planned review of domestic senior programme with

BWPL and other stakeholders.

• Focus on developing a group of young athletes to mature

2018/19 to join existing senior athletes committed to the programme for a minimum of 3 years.

• May include 1 or more club(s) competing in LEN

European Club Competition.

• England senior squad for men and women to be re-

established in 2016.

• English programme through to the 2018 Commonwealth

Water Polo Championships and beyond.

• The ASA to support a strategy culminating in international

GBR European competition.

Performance Pathway

GBR

• British Management group has been established with representatives of England, Scotland

and Wales ASA’s

• Entry for junior men and women for the Under 19 European Championships has been

approved for 2016 by British Swimming with agreed performance KPI’s.

• The measure of success for the Under 19 European Championships is based on generic

performance criteria measured against expected quality of certain Nations and a broader measurement of the physical aspects of the programme

Pathway Performance

Managing Expectations

• ASA
• British Swimming
• Regions
• Clubs
• Coaches
• Players
• Parents

Performance

KPIs

• Introduce a new prescriptive RTC programme supported by appropriate

competition programme

• Appointment of additional new water polo development officers
• Compliance with Sport England KPIs for Talent
• KPIs have been identified with British Swimming for the girls and boys

Under 19 age group European Championship Qualifiers in May 2016

• Men’s and women’s national coaches to be appointed.
• England programme to be agreed, adopted and supported by

appropriate resource

• Agree a domestic competition programme with Scottish ASA, Welsh

ASA, BWPL and British Swimming

• Agree a plan with British Swimming, Scottish ASA and Welsh ASA re.

the development of a GBR strategy

Competition & Events

Competition & Events

Planned action

• Co-ordinated domestic and international

calendars, linking with EWPMG M&C activity and match officials

• Review NAG programme
• Co-ordinating an expansion of the ESSA

girls’ and boys’ competition programme, to support IAG players in international competition

• Annual EWPMG conference – all

welcome

Match Official Development

Match Officials

Actions to date

• Review of current number of match officials
• Review of grading that officials currently operate at
• Increased number of referee and Table Official courses
• Increased international experience for referees supporting

International Age group Squads

• Improved assessment and review techniques
• Formation of specialist sub-groups

Match Officials

Match Official sub-groups

Sub-groups set to lead and develop match officials

• Delegates Group
• Referees
• Table Officials
• Appeals

Match Officials

Pathway

• Pathway review for referee and table education and development to

increase number and quality

• Focus on junior development including athletes in the performance

pathway

• Revised disciplinary rules to improve conduct
• Centralisation of calendar for events
• Awards system to be introduced
• CPD for match officials

Match Officials

KPIs

• Number of referees passing theory referee

courses (beginners)

• Number of referees passing the practical referee

course (beginners)

• Number of new Club Table Officers
• Number of Regional Table Officials

Coach Education & Development

Coach Education & Development

Pathway

• Increase the number and quality of tutors
• Increase the number and quality of coaches at all levels by

introduction of a coach education pathway.

• Review and amend the technical content of formal

qualifications courses levels 1 to 3.

• Writing and implementing of CPD modules
• A co-ordinated national calendar for formal qualifications
• Formation of a Coaches Association

Coach Education & Development

KPIs

• Delivery of formal course changes completed by the end of 2016
• Identification of Tutors and commencement of training by the end of 2016
• CPD’S written and implemented for all levels of coaches by the end of 2017
• The formation of a national water polo coaches association by the end of

2016

Resource Schedule

Substantive section Resource Requirement Annual Payroll costs (£K) Start date Comments Governance Water Polo Manager Estimated FT 45-55 * 01 Mar 2016 EWPMG Governance Option 2

• nly

Water Polo meeting administrator PT Existing N/A M&C Web content and promotion technician New - FT 35-40 01 April 2016 Hub content and promotion to meet KPIs PR and comms Unknown No information available to EWPMG Participation Unknown Existing Club development and participation Performance Pathway Head Coach women New -50 days pa 20 30 June 2016 Includes expenses. Likely increase in Yr 2-4 Head Coach men New - 50 days pa 20 30 June 2016 Includes expenses Likely increase in Yr 2-4 Water Polo administrator PT Existing N/A Assume use of water polo meeting administrator Water polo Talent

• fficer

FT Existing N/A Water polo talent assistant x2, rising to 4 New - FT 25x2 (1st year

• nly)

01 June 2016 Could start 01 April if available. EWP Performance Director New - PT TBA TBA TBA Competition and Events ASA Events Team Existing N/A Match Officials Water Polo administrator PT Existing N/A Coach Development Education Co-

• rdinator

New PT 6-12 01 April 2016 CPD development

Future Funding

The total funding required annually from all sources to deliver the Strategic & Operational Plan for Water Polo in England can be broadly split as follows: Governance £74,000 Marketing and Communications* £40,000 Participation £67,000

• RTC Programme, RTC Comp blocks & National Academy

£446,000 International Age Group Squads £643,000 Senior Programme £231,000 Miscellaneous £18,000 Coach apparel £20,000 Performance Pathway** £1,358,000

• Competition & Events***

£1,000 Match Officials £20,000 Coach Development £33,000

TOTAL £1,593,000

*No ASA info re PR & comms **Performance Director & Beacon not included ***Excludes existing ASA comp

Key Stakeholder

BWPL

The sport of water polo is at a crossroads and desperately needs strong leadership that governs by consent. To that end, and in his role as Group Manager, Ian Elliot has brought together a talented team from a variety of sporting and commercial backgrounds and their collective expertise has helped create this all-encompassing strategy. The proposal is faithful to the Tunnicliffe report, commissioned and subsequently applauded by the ASA earlier this year, and the BWPL recommends the proposal is adopted and endorsed in its entirety. In addition to its endorsement of the strategy, the BWPL is committed to working with this group to help the sport progress. David Andrews BWPL Chairman

Key Stakeholder

ESSA

The English Schools’ Swimming Association has, over the years, developed a very strong water polo competition for boys and girls

• f school age. Following the Tunnicliffe Report, the ESSA has

created links with Ian Elliot and the EWPMG to develop junior water polo throughout the country. This is an ongoing project and the ESSA would like to endorse the EWPMG proposals whole heartedly. John Stiven

• Hon. General Secretary ESSA.

The motivation…