STRATEGY 2016 - 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 2010-2016 as well as the Elite Sport Strategy 2010-2016.

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 2018 and beyond.

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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 2018 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.

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1. PATHWAY DEVELOPMENTSupporting WW affiliated centres, coaches and volunteers. Planning and maintaining a strong infrastructure to sustainably increase participation.

20152016

Actual

20162017

Target

20172018

Target

20182019

Target

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

31 40 50 60

1.3 Increase the Number of Centres with Powerlifting Facilities Throughout the strategy equip Academies for IPC training opportunities. Target, educate and support potential affiliated clubs to provide IPC opportunities

2 6 7 8

1.4 Increase the Number of Disability MembersIncrease 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

4 6 8 10

1.5 Establish & Develop 7 Regional WL AcademiesSupport 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

HAWFC NW1

BangorSAW

SA1 Weightlifting Willpower

(WIS & Bangor National Centres)

1.6 Develop the National Lifting LeagueLiaise 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.

16 22 24 26

80 110 120 130Number of lifters in Lifting League

1.7 Research and create a National Talent ID ProgrammeIn 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.

3

1.8 Provide National competitions for Academy teamsOrganise 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 membersEnsure 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 liftersWork with support leaders from Sport Wales and staff to identify support for talented lifters not in Welsh squad

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.

20152016

Actual

20162017

Target

20172018

Target

20182019

Target2.2 Number of Lifters Achieving GB Representation 7 6 7 8

Commonwealth Games - - - 1

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

Medals Won

2.4 Develop an IPC competition programmeWork with International committee - opportunities for Welsh athletes to compete in International events and qualification for Gold Coast and 2022.

2.6 Develop North Wales Performance CentreWork closely with Bangor university to develop the performance centre, opportunities for National and International competitions, Welsh and Talent squads, learning programmes.

2.7 Increase use of WIS weights facility Welsh squads and South Wales squads. Venue for BWL & WW coaching awards. Increased use via National age group competitions.

2.8 Locate future partner in South Wales to develop aSouth 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

2.9 Plan scientific research performance projectsEnsure Work closely with WIPS, WW staff and higher level lifters to set in place relevant performance specific projects which have the potential to impact on performance

4

Commonwealth Championships 3 4 5 -

2.4 Manage an IPC Programme alongside the Weightlifting programmeAs 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 targetsMonitor 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.

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

20152016

Actual

20162017

Target

20172018

Target

20182019

Target

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

6 6 7 8

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 quarterlyAdequate reporting mechanisms established to the Board

3.6 Human Resources To maintain an appropriate staffing structure within the organisation to develop the sport and support GovernanceReview and develop HR documents

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

3.8 Review and develop Financial policies

3.9 SafeguardingWork 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

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3.10 UKADWork closely with UKAD. Ensure annual tasks from the UKAD policy are completed. See UKAD plan

3.11 Equality Achieve foundation level by January 2017 and maintain this through 2018

3.12 Review and update websiteClear page on WW website for members to view and located policies quickly and easily.

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 PowerliftingContinue 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 StaffFund staff to gain performance coaching experience at International events

4.4 Continue to organise coaching seminars and staff training daysSharing knowledge from within the NGB and from outside coaches / performance staff

4.5 Continue to access SW / WSA workshopsStaff attend and feedback to others

4.6 Develop knowledge of performance staffContinue 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 OfficialsContinue CPD for current officials and encourage members from affiliates to become officials. Target current officials, whom are able to meet criteria for International accreditation. Support officials and nominate for CWG’s

4.8 Increase amount of female officialsContinue to liaise with affiliates to encourage female participation and qualification

4.9 Plan a wider range of high quality courses for members and non-membersContinue BWL awards and work for British Army. Accredited centre for Strength and conditioning level 3 and Personal training level 3

Actual

20152016

20162017

Target

20172018

Target

20182019

Target

4.10 Increase number of coaches (new coaches)Increase the number of active coaches gaining

a) Weightlifting Wales workshop

b) BWL WL level 1

c) BWL WL Level 2

d) Strength and Conditioning level 3

e) Personal training

303716

302515

352720

403025

6

n/an/a

3015

4020

5025

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.

20152016

Actual

20162017

Target

20172018

Target

20182019

Target

Individual membership £2285 £3060 £3910 £4760

Affiliate club membership £1550 £2000 £2500 £3000

WW Workshop £1372 £1500 £1750 £2000

£3700 £8750 £9450 £10500BWL level one via WW accredited learning centre

£2400 £6750 £9000 £11250BWL level two via WW accredited learning centre

n/a £11000 £14000 £19000S&C Level 1 to 3

ORGANISATIONAL CHART

BOARD MEMBER SECRETARY CHAIRPERSON

BOARD MEMBER

BOARD MEMBER

BOARD MEMBER

SPORTSMANAGER

COACH EDUCATION

OFFICER

BUSINESS MANAGER

PERFORMANCEMANAGER

NORTH

PERFORMANCEMANAGER

SOUTH

ADMINISTRATIONOFFICER

RDO NORTH

RDO NORTH

RDO NORTH

ROD SOUTH

ROD SOUTH

ROD SOUTH

ROD SOUTH

7

PT courses n/a £7500 £10000 £12500

Total non funded income

Competition entries £3305 £3500 £3700 £3900

WEIGHTLIFTING WALES PATHWAY

WELSHSQUAD

NORTH TALENT SQUAD

SOUTH TALENT SQUAD

WLACADEMY

WLACADEMY

WLACADEMY

WLACADEMY

WLACADEMY

WLACADEMY

WLACADEMY

ID FESTIVALS, OUT-REACH CLUBS, SCHOOL CLUBS, TRANSFER FROM OTHER SPORTS

TRANSFER FROM OTHER

SPORTS/ CROSSFIT

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2014 PERFORMANCE OUTCOMES

1

OUTCOME / SUCCESSTARGET

CWG’s medal

3Lifters gaining GB representation

120

16

45

25Officials

18

Active lifter members

Affiliated clubs

Coaches

Lifters gaining GB medals

100%Structured and well balanced competition calendar

100%Home Nation championships and national events organised professionally and effectively

100%Increase number of affiliated clubs organising open club competitions

100%Opportunities for larger numbers of development and elite lifters competing in international tournaments

100%Equip and create a national training and competition base

100%Data of all performance lifters recorded, monitored and assessed effectively

100%Lifter specific individual performance plans in place

100%Elite training camps and squads organised

100%CPD programme in place for voluntary coaches

100%Female coach programme established and in place

100%Club coach development coach programme established and in place

100%Target club coaches to gain performance experience in International competitions

100%Performance management annual reviews in place for all WW employees

100%Professional accredited coaching workshop developed

100%WW workshop - policies, learner guidance handbook and online video resource in place

100%IT project used to increase lifter performance via evaluation of technique

100%Increased target audience via social media

Appendix One

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