ASA statement on the organisational impact of the loss of free swimming
Following the decision of the Government to stop the Free Swimming initiative prematurely on the 31 July 2010, the ASA Board requested a wide ranging review of the ASA Delivery Structure. Read on to learn more.
Following the decision of the Government to stop the Free Swimming initiative prematurely on the 31 July 2010 the ASA Board at its regular Board Meeting held on the 25 June 2010 requested a wide ranging review of the ASA Delivery Structure and the impact of this decision on the ability of the ASA to achieve its agreed Strategic Objectives.
This review was undertaken by Anne Adams-King, the Director of English Programmes, who engaged in a broad consultation both within the sport and with our public and commercial partners. The Board agreed to meet to consider the way forward and options at a special board meeting scheduled for the 9 July 2010.
The Board received a detailed paper and a thorough appraisal of the financial implications to the ASA, and while the Board were disappointed that the programme had ended prematurely, particularly as the Free Swimming Programme was beginning to drive our Grow agenda, it was recognised that this was an opportunity to revisit and refocus our structure to deliver continued success for the sport in future.
The feedback from the review gave the Board the following criteria around which to build the strategic proposal in response to this challenge.
- The ASA should continue to aspire to achieve its targets set out in its Strategic Plan particularly the ones around growing the number of people swimming regularly
- The ASA’s Regions should take ownership of the delivery of the ASA Strategy in their region adapting as required to local conditions with full accountability to the ASA Board.
- That the concept of ONE single point of contact to engage locally with our partners and customers from the ASA was the right approach
- The management of the regional staff should be through the Regional Board’s and Regional Management structures with accountability for achieving the agreed outcomes.
- That the relationship between the ASA and its regions should change to one where the region is commissioned to achieve an outcome with resources sourced either locally or through the ASA. The ASA to monitor evaluate challenge and take such action as is required to support the region in achieving the strategic outcomes we all want.
- There to be transparency of reporting to the sport on regional achievements and clarity on roles of the Regions and the ASA.
After a wide ranging debate on all options the ASA Board settled on the broad strategy and therefore we will initiate consultation on the following proposal:
- The ASA’s Regions should take ownership of the delivery of the ASA Strategy in their region adapting as required to local conditions with full accountability to the ASA Board.
- That the concept of ONE single point of contact to engage locally with our partners and customers from the ASA was the right approach.
- The management of the regional staff should be through the Regional Board’s and Regional Management structures with accountability for achieving the agreed outcomes.
- That the relationship between the ASA and its regions should change to one where the region is commissioned to achieve an outcome with resources sourced either locally or through the ASA. The ASA to monitor evaluate challenge and take such action as is required to support the region in achieving the strategic outcomes we all want.
- There to be transparency of reporting to the sport on regional achievements and clarity on roles of the Regions and the ASA.
We will produce more detailed /specific proposals to support this broad outline and those staff directly affected by the proposals and consultation process will be contacted, advised of the detailed proposals and the process of consultation. The detailed proposals will include the potential affect on staffing in terms of focus and deployment and also a review of staffing costs and the possible implications to ensure that we can operate within the new environment of reduced investment.
We wish to engage with all the affected staff and regions to involve them fully in the restructuring programme to ensure that they are comfortable that they have the resources/ staff/skills in their area to achieve the strategic outcomes the sport needs.
DAVID SPARKES
Chief Executive
July 12th 2010
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