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ASA Club Strategy 2013-2017

The ASA has devised a club strategy document which details the vision for ASA clubs and key outcomes it would like to achieve by 2017.

The ASA recognises and values aquatic clubs and their members in England. Clubs provide the heartbeat for community sport and are collectively an invaluable asset for, and not exclusively, growing participation, strengthening performance and community cohesion. Clubs therefore must be protected and supported to continue to grow, to survive against economic and societal changes and be able to meet the needs of the community it serves.

This strategy seeks to address a number of challenges that face clubs and the ASA alike in the current day. It proposes that collaborative working is the best approach to securing sustainable solutions with mutual benefits. A team of Club Development Officers (CDOs) will support this approach and will be working closely with clubs to:

  • Understand and meet the needs of its members.
  • Support and encourage its members to develop and progress along their chosen pathway as far as their talent and desire will let them.
  • Be in a strong position to survive and grow in the current economic climate.
  • Achieve swim21 club accreditation and be recognised for delivering a quality assured provision to young people and adults across all aquatic disciplines.
  • Collaborate with local partners and neighbouring clubs within Club Networks as a mechanism to maximise investment and resources into aquatics, to define and support the athlete pathway, to recruit and retain participants and to strengthen the volunteer, coach, teacher and official workforce.

Through this approach, the strategy seeks to meet the vision of creating a strong network of independent, sustainable, outstanding clubs that meet the needs of, and are valued by their members and their communities. The benefits to clubs as a result will be:

  • A growth in club membership.
  • Defined athlete pathways that lead to an increased talent pool.
  • A network of quality and sustainable clubs at the core of our talent pathway.

The strategy will be measured through a series of key performance indicators, monitored and reported via the ASA Clubs team. Clubs will be updated on progress and consulted for the following year through the annual ASA Club Survey, released with the Membership Renewals in December each year.

Below is an overview of the ASA Club Strategy and details the monitoring of those objectives. 

1. To retain and increase ASA membership through clubs

Key Strategic Outcomes

  • Increase all categories of ASA membership through clubs and specifically, to meet Sport England targets
  • Increase ASA Category 2 membership by 6,000 by March 2017

Measuring Success: Monitoring & Evaluation (M&E)

  • The number and coverage of Club Networks across England
  • The retention and growth of the number of affiliated club members

2. To build defined athlete pathways leading to an increased talent pool

Key Strategic Outcomes

  •  Increase the number of swim21 accredited clubs to a total of 60% by March 2017
  • To increase the number of swim21 Network Accredited Clubs to 42 by March 2017
  • To increase the number of Performance Accredited Clubs that are supporting talented athletes to 30 by March 2017
  • To support 20 Beacon programmes supported from October 2013 to March 2017

Measuring Success: Monitoring & Evaluation (M&E)

The improvement of performance within Club Networks, specifically measuring the number of regional and national athletes within each club network and number of athletes qualifying for ASA / British Swimming Age Group Championships.

The number of Beacon programmes supported and their effectiveness, defined through but not limited to:

  • Increased performance (defined against each discipline)
  • Increased number of junior internationals
  • Increased number of disabled swimmers (swimming only)
  • Increased number of participants within wider network
  • Self sustainability of programme by 2017

3. To build a network of quality and sustainable clubs at the core of our talent pathway

Key Strategic Outcomes

  •  To increase the number of formal club networks established to a total of 84 by 2017
  • To establish and deliver 58 satellite clubs, with 928 participants (16 per session) by 2017

Measuring Success: Monitoring & Evaluation (M&E)

  • The number of training courses apprenticeships attended to meet club coach and volunteer training needs within Club Networks.
  • Proportion of clubs accredited as swim21 clubs (for each of the three new modules), seeking to include clubs that have traditionally found swim21 inaccessible or not appropriate to them.
  • Driving sustainability within Club Networks, initiated through innovation and financial investment, such as Satellite Sessions.

Download

Download the ASA Club Strategy 2013-2017

Appendix

Chelmsford Swimming Club case study

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