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A Strategic & Operational Plan

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A Strategic & Operational Plan 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 • other 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 • other 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 of 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
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