SPORT WALES LOTTERY REPORT

Transcription

1 SPORT WALES LOTTERY REPORT

2 SPORT WALES IS THE NATIONAL ORGANISATION RESPONSIBLE FOR THE EFFECTIVE DISTRIBUTION OF FUNDS FROM THE NATIONAL LOTTERY AIMED AT IMPROVING SPORTS AND PHYSICAL RECREATION PROVISION, PARTICIPATION AND ELITE PERFORMANCE IN WALES. THE AVAILABILITY OF NATIONAL LOTTERY INVESTMENT HAS BEEN A GAME CHANGER FOR BOTH COMMUNITY AND ELITE SPORT, ENABLING ATHLETES TO FOCUS SOLELY ON ACHIEVING THEIR POTENTIAL AND PROVIDING A STEADY FLOW OF INVESTMENT INTO COMMUNITY CLUBS AND ACTIVITY. EXECUTIVE SUMMARY During we invested over 15million and over the last 5 years we have invested 63million across a range of programmes and priority areas. The focus of investment has been to deliver on the two aspirations shared with the sport sector in Wales of getting every child hooked on sport for life and Wales being a nation of champions. These aspirations are realised through both the Community and Elite Sport Strategies. Our approach ensures that our investment complements the core investment we make via Welsh Government funding to governing bodies and other organisations Alongside providing vital investment for week to week delivery of community sport, National Lottery investment has enabled us to proactively target certain barriers to activity and to innovate. Through programmes such as Calls 4 Action we have been able to target specific barriers to participation in sport and physical recreation and learn from what has worked and what has not. The extensive evaluation for this programme has created significant learning for how we approach engaging the disengaged as an organisation, which we can apply to all our investments. These programmes also enable us to operate with a high-risk appetite for investment compared to Welsh Government investments. For example, investing in new partners based on delivery of definite outcomes but also to understand the extent to which they can deliver. National Lottery funding also allows Sport Wales to be more agile in responding to challenges and proactive in investing in new approaches, due to the relative freedom in how the funding is invested. For example, the commitment to investing in a collaboration between Welsh Hockey, FAW Trust and WRU to develop 3G facilities in Wales. Sport and physical recreation have a key role to play in delivering a more active and healthy population. Thousands of Welsh people participate in both in their communities week in, week out. Alongside this we have sought to invest in opportunities for those that are less frequent participants for them to feel the full benefits of being physically active. The annual investment for in community based sports projects amounted to 9,579,871. National Lottery investment has transformed the landscape for Welsh athletes, providing them with the opportunities to not only focus solely on achieving their potential, but also ensuring they have the sport science support they need. The annual investment for in elite sport projects amounted to 5,470,745. Delivering medal success is central to the Welsh Government s strategy for sport: Sporting success is important to Wales because it is a statement about our heritage, culture, achievements and ambition. Our presence at the top of the medal tables and world rankings is a source of pride to many of us and an inspiration for future generations of talented athletes and coaches and community sports clubs the length and breadth of our nation. - Minister for Culture, Tourism and Sport. Rio 2016 was Wales best medal return from an Olympic Games, surpassing the previous high at London 2012, with ten medals from twenty-three athletes and the Rio Paralympics also saw Welsh athletes exceed the gold medal return from London All this followed a record breaking Commonwealth Games in Glasgow in 2014 where the highest ever medal haul was delivered by Team Wales and the nation finished top of the per capita medals table among nations that won medals in multiple sports. Whilst medals are a key outcome measure, we have also been focussing our investment increasingly in ensuring we have the right coaches and support in place, along with working with partners to build talent systems that are robust and provide the best possible opportunity for an athlete to achieve their potential.

3 Sport Wales will shortly begin to develop a new longterm strategy for the organisation and National Lottery investment will be critical in delivering future outcomes for all people and communities in Wales. Alongside this we will need to ensure that our investment contributes to delivering on the well-being objectives that we have established as part of our duties under the Well-Being of Future Generations (Wales) Act 2015, with particular reference to: People in Wales live physically active and therefore healthier lives (Case Study example) Children and young people have the motivation, physical skills, knowledge, understanding, and opportunities to take part in physical activity for life (Case Study Example) SUSTAINABILITY: FUTURE DIRECTIONS Wales is recognised internationally as a successful sporting nation (Case Study example) We are already well positioned to provide examples of how we are impacting on these outcomes, but we will need to take a renewed strategic look at our investment, from both Welsh Government and National Lottery sources, to ensure alignment. This also needs to be achieved collectively with other National Lottery providers and public sector bodies to create an investment strategy and programme that is collaborative, involves communities and delivers on agreed joint outcomes. We need to ensure that any new investment direction provides for both the traditional investment into community clubs and activity, which engages thousands of people week in week out across Wales, alongside growing those offers that encourage people to take their first steps into becoming active. We would also want to see greater joint resourcing of initiatives where they deliver prominently against a shared objective. For example, where social running groups are getting those who have been inactive to become more active and so relieving some pressure from health services, these should be jointly funded with health in recognition of the preventative nature of the activity.

4 COMMUNITY SPORT Community Sport has a key role to play in delivering a more active and healthy population, providing the opportunities for those who already consider sport to be an integral part of their lives as well as those who are just starting their journey. There are a range of programmes that support the infrastructure of voluntary sport sector across Wales either through developing new opportunities or by extending and diversifying existing opportunities. There is a wide range of eligible activities that go beyond what some may view as the traditional sporting offer. We actively support a breadth of activities such as Zumba, cheerleading, fitness, exercise music and dance, recreational cycling, geocaching, angling, roller sports, dodgeball, surf lifesaving, orienteering, jogging / running, yoga and many more. Over the last 12 months the National Lottery provided support to over 1500 clubs and organisations across Wales, providing local opportunities for people in all communities of Wales to be active. It is this direct investment into communities that is so valued by national partners and local clubs, providing a steady level of investment into a wide variety of activities. Through using National Lottery investment to proactively target barriers to participation, whilst complementing investment from Welsh Government sources, we have been able to invest in a wider range of partners to tackle low activity levels from certain communities. It is central to Sport Wales approach that alongside providing the traditional sporting opportunities that get many children, young people and adults out onto the fields, pitches and leisure facilities across the country, we also seek to tackle barriers to participation for specific groups. As part of this commitment to deliver on providing more opportunities for all, 3million of National Lottery funding was made available for organisations and sport partners to help tackle low participation among target audiences. This has led to new partnerships being developed and new insight into how to overcome barriers to participation faced by some within our communities. This insight is not only invaluable for the sport sector, but can be used to shape and deliver services across the public sector for these communities. Whether it is geocaching in the Brecon Beacons with young people from deprived communities, improving physical literacy for girls through the Girl Guides or working with RCT Homes to make physical activity more accessible to their tenants, these new partnerships have found new ways to reach audiences that might previously have not thought sport was for them. During an internal review of current Lottery investment into community sport was undertaken to understand what works well and how this can be further enhanced; and to stimulate fresh thinking, and develop innovative approaches to make a greater impact upon key outcomes. The review provided an excellent opportunity to sharpen the focus of future investment, refine current approaches and deliver a more consistent and proactive response overall. This has shaped our current approach to funding. STREETFOOTBALL WALES VALUE OF GRANT: 198,875 A social inclusion charity that exists to improve the lives and opportunities for homeless and socially excluded people in Wales was funded by the Calls4Action initiative. An example of where StreetFootball Wales makes a difference to lives in Wales is Zamu, a Ugandan refugee who came to Wales in January Finding a life in the UK presented challenges. Zamu has played in the homeless World Cup and is now studying at college where she hopes to be a paramedic something which she attributes to the confidence and sense of belonging that football has given her.

5 GRANT FUNDING PROGRAMMES COMMUNITY CHEST (GRANTS UP TO 1,500) Widely regarded as one of the most successful Sport Wales programmes, this was introduced in 1999 to allow local organisations the opportunity to receive funding to increase levels of participation in sport and physical activity. The scheme is administered in partnership with the 22 Local Authorities who provide advice for applicants and award grants approximately six times per year. This scheme has been instrumental in doubling the amount of qualified coaches across Wales in the past 10 years, reducing the barriers and costs for individuals who wish to volunteer in sport. Wales has approximately 45,000 active coaches many of whom would have received this funding to help them get qualified. 25% of 1400 awards have proactively tackled inequalities within participation. DEVELOPMENT GRANTS (GRANTS 1,501-50,000) This scheme has the same aim as Community Chest but allows organisations to request more funding that can help with capital work or the purchase of equipment. Development Grant investment in projects does not support 100% of total costs, meaning other funding and collaboration is required. In 2016/17, Sport Wales invested in projects with a value of at least 3 million, meaning that more than 2 million of additional investment was levered in because of Sport Wales investment. Specific success includes an increase of 10,000 more children taking part in Gymnastics across Wales where Sport Wales have worked with the governing body to target investment into areas where there was a latent demand. TACKLING INEQUALITIES BME COMMUNITIES Sport Wales has utilised research previously undertaken into participation in BME communities in Wales to make a 500,000 Lottery investment into a partnership with the Welsh Council for Voluntary Action (WCVA) to specifically work with BME communities in targeted areas. The intention of this partnership is to not only identify opportunities for participation in activity, but also to listen to and engage communities in delivering these opportunities. This has been led by the insight we have from Sport Wales surveys and commissioned pieces of research, as well as the knowledge and skills of partner organisations. The WCVA partnership complements other investments such as the award winning Cricket Beyond Boundaries project with Cricket Wales, which received Sport Wales investment to deliver pop-up cricket sessions for BME communities across Cardiff. CALLS4ACTION There were 2 phases of this programme, formed to work with new partners and specifically target those people who are not taking part in regular sport and physical activity, including: In total 4m has been invested across 23 projects since 2012 with a full impact review carried out. The aim of the project was to create sustainable opportunities which has seen over 300 new coaches qualified and 265 new volunteers, ensuring activities continue once initial funding has been used. To date over 11,000 people have been involved in these projects with a further review due in October CASE STUDIES Brecon Beacons National Park CRICKET BEYOND BOUNDARIES VALUE OF GRANT: 70,818 As part of Calls4Action programme, the project will help to make cricket more accessible for BME communities in Cardiff and create a thriving BME cricket network capable of increasing and sustaining participation in cricket. youtube/wzztkbyhisw

6 LOCAL AUTHORITIES INVESTMENT IN NATIONAL PARTNERS Lottery investment is used to fund specific partners that have a positive impact on addressing participation in deprived communities and through the Welsh language. StreetGames working in partnership with Communities First, NGBs and other organisations StreetGames prioritise work in disadvantaged communities where supporting new coaches and volunteers to run sustainable activity sessions is a key aim. A total of 167k has been invested for An award-winning programme, The Us Girls brand is designed to increase and sustain young women s participation in sport and physical activity within some of the nation s most disadvantaged communities (see case study in appendices). Urdd Annual investment of 250k to support a range of activities across Wales which aim to use the power of the Welsh language to engage with children and young people (3-25 years old) and get them actively involved in sports. Over the past 12 months, the following results have been achieved: 15 new apprentices (20 in total) 6,500 children participating in weekly clubs 363 children have been signposted into NGB clubs 52% of community club members are girls 110 new community clubs have been established 420 active leaders and coaches This includes Gemau Cymru, a bilingual signature event for young people in the Welsh sporting calendar enhancing the performance pathway of Olympic, Commonwealth and Paralympic sports which provides an opportunity for talented young athletes to compete in a high profile multi-sport event while experiencing an athlete village environment. Disability Sport Wales - An invaluable investment of 566k per annum to increase the amount of disabled people accessing sport and physical activity across Wales and create a workforce to support and develop the sporting sector. The investment in 2016 has seen: 22,685 regular participants 3,562 qualifies coaches 3,741 volunteers In addition, the organisation has also supported 15 NGBs and 22 Local Authorities to achieve insport awards which puts inclusion at the heart of sport and physical activity. CASE STUDIES: How Deaf rugby has transformed one person s quality of life. - A parent s perspective of how sport has changed her son s life. - A total of 1m supports the development of local initiatives developed through Local Authorities across Wales. These interventions support the exchequer core funding (Free swimming and Active young people work). Much of this investment supports exit routes from schools and works in collaboration with NGBs and other local partners to build sustainable activity opportunities addressing inequalities in provision. LEADERSHIP DEVELOPMENT Essential to the development of sport and physical activity across Wales is excellent leadership across the sporting sector. 100k per annum has been invested in 2 leadership programmes: Executive Leadership programme for senior leaders supporting 14 individuals across the sector A leadership programme at a lower level supporting 15 participants and proactively supporting more women in leadership positions ARTIFICIAL PITCH COLLABORATION 3m has been invested in collaboration with rugby, football and hockey to develop artificial pitches across Wales. Working in conjunction with NGBs and Local Authorities the scheme has delivered 28 new facilities with a remaining 8 forecast for In addition to increasing levels of participation especially with women and girls, this scheme has allowed regular sport to take place all year round where grass pitches are unplayable. The investment has brought in an additional 17m from other sources and has helped influence Government policy including the 21st Century Schools programme.

7 ELITE SPORT THE ELITE SPORT STRATEGY WAS LAUNCHED IN 2010 TO COVER THE PERIOD FOLLOWING THE COMMONWEALTH GAMES IN GLASGOW IN 2014, THE STRATEGY WAS REVISED TO COVER THE NEXT CYCLE OF OLYMPIC, PARALYMPIC AND COMMONWEALTH GAMES. The Elite Sport Strategy was developed to deliver against the statement by the Minister for Heritage in 2010: Sport is important to many people in Wales and for many reasons. It is important to our health, to our sense of wellbeing, to our national identity and to our place in the world. Wales is a small nation with big ambitions. We want to win medals at the major multi-sport events like the Olympics, the Paralympics and the Commonwealth Games. We want to win World and European Championships. We want to be known across the world for our sporting achievements. The key measures of the original strategy were: Wales position, on a per capita basis, on the medal table at the Glasgow 2014 Commonwealth Games The number of athletes competing and winning medals for Great Britain at the Olympic and Paralympic Games Sport can have a lasting positive impact on the people of Wales; to our health and wellbeing, our place in our communities and our national pride. Sporting success is important to Wales because it is a statement about our heritage, culture, achievements and ambition. Our presence at the top of the medal tables and world rankings is a source of pride to many of us and an inspiration for future generations of talented athletes and coaches and community sports clubs the length and breadth of our nation. This revised Elite Sport Strategy provides the blueprint for a sustained level of achievement at the highest level of sport. The challenge identified and addressed in this document is that of continued success for our athletes over the next cycle of Rio 2016, Gold Coast 2018, Tokyo 2020 and beyond. At its core is the need to be smart with our investments and resources to develop effective systems that deliver elite international success long into the future. Wales already has an enviable and proud track record of success in elite sport and this strategy is designed to strengthen and enhance that reputation. Sport Wales elite sport mission is to be the number one Commonwealth Games sporting nation and to increase the number and quality of athletes on the UK World Class Programmes. We target six objectives in pursuing that mission: Wales to top the per capita medals table at the 2018 Commonwealth Games Welsh athletes to win 6-10 Olympic and Paralympic medals over two cycles (circa 10% of British Targets) Welsh athletes to account for 10% of UK World Class programmes Welsh athletes to account for 7% of Team GB in 2016, rising to 10% thereafter Key sports in the Elite Sport Strategy delivering systematic talent development 120 athletes in the medal zone at the start of the 2022 cycle THE GRAPHS INDICATE THE IMPROVEMENT IN WALES PERFORMANCE AGAINST THE MAIN MEASURES SINCE THE INCEPTION OF LOTTERY SUPPORT FOR ELITE SPORT IN 1996: WELSH ATHLETES - % TEAM GB MEDALS Below is the related increase in coaching investment from the Lottery fund. The correlation should not be surprising as one of the key elements of any performance success is related to pairing the right athlete with the requisite standard of coaching. Wales has invested significantly in its development and employment of coaches of the right calibre. COACHING INVESTMENT ( S) COMMONWEALTH GAMES TEAM WALES MEDALS There were a record number of Welsh athletes on the GB team for the London 2012 Olympic and Paralympic Games and a record medal haul for Welsh athletes. This was followed by the highest ever medal haul for Wales at a Commonwealth Games in Glasgow, with the nation finishing top of the per capita medals table among nations that won medals in multiple sports. Following the Glasgow Games, the Elite Sport Strategy was revised in line with the Minister for Culture, Tourism and Sport s statement: The prioritisation of sports is determined by three key groups of factors. Major multi-sport status (Commonwealth, Olympic and Paralympic status; UK Sport priority band rating; number of Commonwealth medal events) Athletes and results (Level and potential of athletes in the current cycle; depth of talent in future cycles; previous results in major Games) System factors (Elite coaching strategy and record of implementation; access to relevant and suitable facilities; governance impact on performance)

8 PERFORMANCE INVESTMENT MODEL & PRINCIPLES The Sport Wales Institute invests Welsh Government and National Lottery performance funding in certain sports to achieve success, according to the priorities and principles outlined below. Our investment priorities are: 1. Sports and athletes that have medal potential at the Commonwealth, Olympic and/or Paralympic Games 2. Individual athletes that can succeed at the Commonwealth, Olympic and/or Paralympic Games 3. Important community sports that can also deliver agreed significant and sustained international success Our investment principles are: 1. Our major performance mandate is sustained success in Commonwealth, Olympic and Paralympic Sport. We invest Welsh Government and National Lottery funds strategically to maximise the performance of Welsh athletes in these major Games and the milestone events that precede them. Sports are prioritised based on factors such as their respective Commonwealth, Olympic and Paralympic status, level of athletes and results and system development for sustained success 2. Sport Wales invests in recognised programmes and Welsh governing bodies Prioritised sports need to demonstrate good governance and robust, clear, open and honest selection policies and processes. Occasionally support may be provided to programmes of nominated athletes directly rather than through the NGB and Sport Wales performance team may support individual athletes at the request of their British body. 3. Sport Wales strives to make four-year investments to cover a complete major Games but base these on an eight-year development model 4. Sport Wales maintains an Institute to support prioritised sports and elite athletes The Sport Wales Institute works closely and collaboratively with athletes, coaches and sports to integrate completely in an athlete s preparation to deliver medals on the world stage. It also works in cooperation with all the other UK based Institutes to ensure consistency of delivery and standards. Sport Wales Institute will look for opportunities for further research and development to further its knowledge and position as an elite level sporting provider through partnerships with relevant academic institutions and other bodies. 5. Sport Wales performance funding investment is a privilege not a right Investment is targeted at sports with medal potential which are achieving, or striving to achieve excellence. All awards are reviewed annually to ensure that we maintain a focus on Welsh performance programmes progress against agreed targets and performance indicators to ensure the allocation of resources continues to reflect the best balance between current performances and future potential. Learning and Evaluation: The strategy underwent an independent review following the Commonwealth Games in As a result of the review, Sport Wales made some structural and functional changes. A progress evaluation of these changes will be conducted ahead of the Commonwealth Games in 2018 to be independent of the results at the Games. Delivery of the strategy has been approached collaboratively and iteratively with partners throughout this performance cycle. This has led to the early development of a proposed investment and delivery model for the next performance cycle together with a new way of approaching how we measure progress and impact that better aligns with the Well-being of Future Generations (Wales) Act. FRANKIE JONES Not only did Frankie return a record individual haul of 6 medals at the Glasgow Games but she was also voted the Inspirational athlete of the Games, receiving the trophy at the closing ceremony. Sport Wales Lottery support allowed Frankie to not only focus on her performances but also overcome serious injury set-backs, eventually enabling her to compete for Team GB at the London 2012 Olympics and then extend her career through to Glasgow 2014 and the incredible success she enjoyed. She has undoubtedly inspired a whole new generation of budding young gymnasts. Named athletes plus coaching, competition and support programmes are the main focus of our investment. There is also a drive to work deeper in the system over an 8 12 year development model. CASE STUDIES Elite Sport Strategy launch video

9 DURING WE INVESTED OVER 15MILLION AND OVER THE LAST 5 YEARS WE HAVE INVESTED 63MILLION ACROSS A RANGE OF PRIORITY AREAS. ELITE 5,470, COMMUNITY 9,579, INVESTMENT SPORT WALES LOTTERY INVESTMENT APRIL 2012 TO MARCH 2017 National Grants 2,150,919 APPENDICES OVERVIEW OF PROGRAMMES AND PRIORITY AREAS OF INVESTMENT Calls for Action Community Chest National Coaching 4,730,626 Community Chest 9,516,436 Development Grants (LSP, Street Games, Urdd, Leadership Programme) Development Grants 15,651,960 Disability Sport 2,846,402 Collaboration (artificial pitches) Elite Athlete 4,098,744 Talent Development 683,280 Elite Coaching 9,561,336 Disability Sport Wales Community Programme Elite Athletes Elite Programme 7,659,963 Calls for Action 3,189,890 Elite Coaching National Performance Grant 3,740,513 Total 63,830,070 Elite Programmes Sport Wales Lottery Budget

10 PROGRAMME NAME CALLS4ACTION YEAR OUTPUT MEASURES PROGRAMME BUDGET Total value of grants awarded: Phase 1 1,509,922 Phase 2 2,447,361 Total Investment 3,957,283 DATE PROGRAMME COMMENCED Phase & Phase AIM OF THE PROGRAMME Phase 1: To impact on the Community Sport Strategy Priorities: Equality; Child Poverty; Multi-sport Opportunities; 16-24yr olds; Getting adults back into sport Phase 2: To tackle inequalities and barriers to participation within sport FOCUS AREAS Girls & Young Women Young people living in poverty (up to 24yrs) People with a disability People from a BME background IMPACT Phase 1: Each individual project had a progress Review undertaken at 12 & 18 months and a standard proforma captured the impact being made against project outcomes and headline measures. Additional qualitative information was also collected through a standard set of questions. The key findings include: The extent to which Phase 1 projects have met their participation target varies. To date their overall impact on the ground has been good though not spectacular. The first phase of the programme has had a significant impact on Sport Wales and is reflected in changes in organisational culture, Board level understanding and commitment, external signalling of changed and developing priorities, and the revised approaches taken in Phase 2. Sport Wales has gained valuable experience from Phase 1 of Calls4Action at both the programme and project level, and could consciously learn from this to inform its own continuing organisational development Phase 2: Each individual project receives a progress review at 12, 24 and 36 months and a standard proforma captures the impact being made against the project outcomes and headline measures. Additional qualitative information is also collected through a standard set of questions. The overall objectives for Phase 2 are as follows: Generating positive action to address known areas of inequality; Changing lives through sport; Being bold and encouraging new approaches; and Increasing the amount of regular and frequent activity taking place throughout Wales. OUTPUTS OUTPUTS Number of participants the project will impact upon Number of regular participants that the project will attract Number of new activities the project will deliver/ offer Number of activity sessions the project will deliver per week Number of new coaches/ leaders the project will develop Number of new volunteers the project will recruit/ develop 12 MONTH TARGET 12 MONTH PROGRESS 11,404 9,904 3,317 1, ,803 2, Year 2 (24month) progress reviews are currently being undertaken and are due for completion by October 2017 due to the varying commencement dates for projects. AIM OF THE PROGRAMME Phase 1 THEME No. OF PROJECTS SUPPORTED TOTAL INVESTMENT 14-24yrs 1 90,000 Multi Sport 3 414,023 Women & Girls 2 229,599 Poverty 1 60, x to 1000s 4 559,000 Disability 1 150,000 TOTAL 12 1,502,922 One project did not proceed post grant offer AIM OF THE PROGRAMME Phase 2 SUPPORTED PROJECTS BY THEME 4 x Women & Girls = 1,378,656 2 x BME = 227,907 TOTAL INVESTMENT = 2,447,361 3 x Poverty = 666,798 2 x Disability = 174,000 LEARNING AND EVALUATION Phase 1 UK Research Consultancy Services (RCS) are undertaking a longitudinal study of Calls4Action and have produced the following reports: Participation and Equality: An Evaluation of the Impact of Phase 1 of Sport Wales Calls4Action (March 2016) Reaching Out: An Evaluation of the Process of Phase 2 of Sport Wales Calls4Action (September 2016) Evaluation of the Impact of Phase 2 of Sport Wales Calls4Action First Interim Report (October 2016) The second interim report on the Impact of Phase 2 is due in September UK Research Consultancy Services were commissioned to undertake an Impact Evaluation of Calls4Action Phase 1 and key findings can be found in their report Participation and Equality: An Evaluation of the Impact of Phase 1 of Sport Wales Calls4Action (March 2016)

11 CASE STUDIES BRECON BEACONS NATIONAL PARK - CRICKET BEYOND BOUNDARIES Value of Grant: 70,818 Number of Participants to date: 150 junior males (aged under 15) and 35 junior females (aged under 15) weekly The project was created to help tackle inequalities, using sport to breakdown cultural and economic barriers between communities. The programme has been the catalyst for two more BME projects in Newport and Swansea. BME children have been given the opportunity to participate in cricket sessions run by volunteers and led through Cricket Wales and Glamorgan Cricket. Its success has been recognised through winning prestigious ECB awards, namely the ECB Diversity Award. - STREETFOOTBALL WALES Value of grant: 198,875 A social inclusion charity that exists to improve the lives and opportunities for homeless and socially excluded people in Wales. An example of where StreetFootball Wales makes a difference to lives in Wales is Zamu, a Ugandan refugee who came to Wales in January Finding a life in the UK presented challenges. Zamu has played in the homeless World Cup and is now studying at college where she hopes to be a paramedic - something which she attributes to the confidence and sense of belonging that football has given her. - US GIRLS Value of grant: 690,000 An award-winning programme, the Us Girls brand is designed to increase and sustain young women s participation in sport and physical activity within some of the nation s most disadvantaged communities. At the end of the two-year Calls4Action funded programme, the Us Girls project landscape is as follows; 26 Lead Projects, delivering on average 45 Us Girls sessions per week; 44% of the girls participating are years old, who are predominantly inactive or semi-active and are those that don t like PE ; 70% of the projects have confirmed that they will be continuing to use the Us Girls brand and have written or are planning to write a mainstreaming plan for their Us Girls activity within their wider organisational plans; 35% of projects have confirmed that they are looking not just to sustain activity but to continue to actively grow Us Girls provision; 46% of projects are currently exploring new partnerships and/or actively seeking alternative funding to continue Us Girls provision. US GIRLS VIDEO CLIPS - Caerphilly Big Sisters: watch?v=e0sr5pdpz-i - Blaenau Gwent GlowSport : ClO2snH8mP - Newport Fitness Class : LEAD OFFICER Carwyn Young

12 PROGRAMME NAME COMMUNITY CHEST PROGRAMME BUDGET (Annual) 1.995million DATE PROGRAMME COMMENCED Overall Programme Introduced in 1999 (with several revisions / improvements since then (i.e. changes to maximum grants, changes to application process, priority areas of focus, etc) AIM OF THE PROGRAMME Community Chest funding is available to local clubs and organisations (mainly voluntary) to support grassroots level participation opportunities. It provides individual grant awards of up to 1,500 in any 12 months towards projects which will either: Increase participation in sport and physical activity - e.g. kickstart funding to set up new local clubs or to develop new sections within existing clubs; Improving standards - e.g. providing costs for coach education and training courses to support volunteers in sport and physical activity settings (mainly up to UKCC level 2). The scheme is administered by 22 Local Authority partners who: provide local advice for applicants; convene and support local decision-making panels (x 6 per year); provide administrative support and link with Sport Wales investment team. IMPACT The focus of impact for Community Chest investment is aligned to the Vision for Sport in Wales, and the Community Sport Strategy Every Child Hooked on Sport for Life aspiration, i.e. investment to support an increase in the number, and quality, of local opportunities for people to be active on a regular weekly basis. A focus in the last few years has been placed on addressing local inequalities with this investment - i.e. based on evidence of low participation groups e.g. women and girls, BME communities, geographical areas of deprivation and people with disabilities. IMPACT REPORTED AS FOLLOWS: Local Level: every project must submit a Project Completion Form, which details progress and actual impact against target outcomes. These are scrutinised by local panels at each meeting. Local Authority level: Local Authority partners are required to submit 6 and 12-month progress updates as part of the wider Local Sport Plan reporting. Community Chest is included as a key reporting feature within this (both quantitative and qualitative information). National Level: Annual Reporting by Sport Wales (both quantitative and qualitative information). Equality Reporting: Community Chest is included within Sport Wales Annual Equality reporting. PROGRAMME MANAGEMENT INFORMATION There were 1,421 Community Chest awards in 2016/17, representing an investment of 1,727,401 in grassroots sport across Wales. 1,618 applications were submitted, meaning that 87% of all applications were supported. It is recognised within Sport Wales and beyond that a key to achieving ambitious participation objectives is to proactively target groups that do less sport, like women and girls, BAME communities and those from more deprived areas. Of the 1,421 successful Community Chest applications made, 364 were funded from the Tackling Inequalities budget. This equates to 460,739 (27%) of the total investment of 1,727,401 being invested in projects that seek to increase activity in demographics that are under-represented in grassroots sport. The number of Tackling Inequalities grants increased by 131 from 2015/16, a rise of 56%. LEARNING AND EVALUATION In the shorter term, and on an annual basis, there is a continued review of Community Chest investment, seeking to ensure that partners are demonstrating a pro-active approach to investment supporting the very best projects (based on local need) that can evidence impact against the community sport outcomes. A continued effort to seek to address local inequalities and under-represented groups and partners are incentivized in this regard with flexible regional budget allocations in place. CASE STUDIES CASE STUDIES MERTHYR BOCCIA CLUB Value of grant: 1,245 Up until 2014 there was no Boccia provision in Merthyr. The Disability Sport Officer was approached by Rob Morgan, a local resident and participant in inclusive clubs, to gain support to set up Merthyr Boccia Club. From running recreational sessions, the club went on to develop its own league, and incorporated it into the weekly classes, giving members the opportunity to compete on a regular basis. This meant both beginners and more experienced members had the opportunity to take part in Boccia at the right level for them. Some of the participants at the club had never taken part in any other physical activity before and are now engaging regularly. - FOLLOW YOUR DREAMS CLUB ALTITUDE Value of grant: 1,488 The club aims to provide an environment, resources and opportunity for children and young adults with learning disabilities to meet and share their passion for technology on a regular basis. It encourages social interaction and friendships between service users and provides opportunities for volunteers to receive experience and training relevant to the support and well-being of the service users. Currently 16 participants (including siblings) take part on a regular basis and families can see that their children are achieving. The club improves the participants physical fitness and their well-being through the sense of achievement and being part of a group. Utilising social media to post achievements encourages the children to feel valued and improves their confidence. - LEAD OFFICERS Tom Overton / James Owens

13 PROGRAMME NAME DEVELOPMENT GRANT CASE STUDIES PROGRAMME BUDGET 4.6million per annum DATE PROGRAMME COMMENCED Annual Investment Programme AIM OF THE PROGRAMME This investment is used to support a broad range of community sport interventions which focus on establishing sustainable opportunities for more people to get (and stay) involved in sport and activity at grassroots participation level. Aligned to the Vision for Sport in Wales Every Child Hooked on Sport aspiration, projects must evidence how investment will be used to deliver new/additional activities within local communities which will grow participation levels, including workforce planning and support for volunteers to be trained to sustain delivery. Ensuring equality of opportunity is a priority theme across all strands and projects must evidence how this will be addressed as part of a funding application. The following provides an overview of the scope and breadth of this investment. 1. Development Grants - primarily available to local clubs and organisations (mainly voluntary) to support grass roots level participation opportunities. This provides the next level of investment from Community Chest with individual grant awards available from ,000 for projects which will either: Increase participation in sport and physical activity - e.g. kickstart funding to set up new local clubs or to develop new sections within existing clubs; Improving standards large scale equipment, small scale capital, larger revenue based projects. 2. StreetGames - A Wales wide programme of activity which provides targeted investment through a national partner to support a changing lives, changing communities through sport agenda, focussing on people living in disadvantaged communities throughout Wales. A wide range of projects are provided (delivered on a multiagency basis) focusing on doorstep sport and activity opportunities, including sport specific activities, dance, fitness and leadership. 3. Sport Wales Leadership Framework - Bespoke leadership programme for Wales, established following consultation with the sport sector. Specific programmes to date include: The Executive Leadership Programme (ELP) for Senior Leaders, CEOs, CLOs etc 14 participants from a cross-sector of organisations currently being supported The Leadership Programme (TLP) for National Development Managers, Sport Development Managers and potential future leaders - 15 participants currently being supported Both programmes will formally conclude in September 2017 with an evaluation, leading to recommendations to inform the future direction of the overall approach with these two audiences. 4. Local Sport Plan Additional Funding - Investment available to Local Authority partners to compliment CORE elements of local sport plan investment (Active Young People, Free Swimming, Community Chest etc) which supports evidence based local projects / strategies which impact against community sport key outcomes. 5. The Urdd - Annual investment to support a range of activities across Wales which aim to use the power of the Welsh language to engage with children and young people 3-25 years old and get them actively involved in sports. This includes Gemau Cymru,a bilingual signature event for young people in the Welsh sporting calendar enhancing the performance pathway of Olympic, Commonwealth and Paralympic sports which provide an opportunity for talented young athletes to compete in a high profile multi-sport event while experiencing an athlete village environment. IMPACT The focus of this investment is aligned to the Vision for Sport in Wales, and the Community Sport Strategy Every Child Hooked on Sport for Life aspiration - i.e. the focus of investment is to support an increase in the number, and quality of, local opportunities for people to be active on a regular weekly basis. This is generally within the foundations, well-being and in some cases progression areas of the sporting pathway. There has been an increased emphasis in the last five years on addressing local inequalities with this investment - i.e. supporting interventions based on evidence of low participation groups e.g. women and girls, BME communities, geographical areas of deprivation and people with disabilities. This has also seen an increase in the number of none traditional sporting type applicants e.g. Communities First local groups, social enterprises, youth groups and some private sector partners where community access to activities is a focus. Impact is evidenced and reported in a number of ways: At project level 6 and 12 month reports are provided by Local Authority and National Partners as part of their annual partnership agreement. This information includes quantitative information in relation to progress against in year output measures, together with selected case studies. All Development Grant projects must submit a Project Completion Report (PCR) which details progress and actual impact against target outcomes together with financial reconciliation information. These are scrutinised and signed off by the Sport Wales Investment Team. Community Sport Business - Plan quarterly reporting Equality Reporting Summary information is included within the Sport Wales Annual Equality Report which focuses attention on impact and progress made in terms of positive action to ensure equality of opportunity. This will include quantitative and qualitative reporting and wherever possible example case studies. PROGRAMME MANAGEMENT INFORMATION Development Grants 82 Development Grant contracts agreed in 2016/17, representing a total committed investment of 962,652. The maximum grant level is 25,000 and the average investment in this period was 11,765 per project. Development Grant investment in projects does not support 100% of total costs, meaning that other funding and collaboration are required. In 2016/17, Sport Wales invested in projects with a value of at least 3 million, meaning that more than 2 million of additional investment was levered in because of Sport Wales investment. STREETGAMES 35 Doorstep Sport clubs established in line with the right people, right place, right time philosophy. 150 delegates trained and supported to deliver community activity 8 street business enterprises THE URDD 15 new apprentices (20 in total) 3,290 children participating in weekly Play to Learn clubs 3,450 children and young people participating in weekly multi-skills clubs (KS2 and 3) 2,600 participants accessing family activities (including residential centres) 363 children have been signposted into NGB clubs 52% of community club members are girls 94 existing clubs have been developed further 110 new community clubs have been established 420 active leaders and coaches LEADERSHIP 29 senior and middle managers from a cross section of sporting organisations currently being supported with leadership development LEARNING AND EVALUATION Lottery Review 2015 A selection of four high impact NGBs (tennis, golf, gymnastics and cricket) have adopted a planned approach to Development Grant investment directly linked to their strategic priorities. Learning from this approach will inform future use of Lottery money with NGBs as part of the proposed new CSAP operating model. As part of the LA Local Sport Plan reporting as referenced above, key successes and challenges are also identified which inform continual improvement and learning. A selection of 11 North Wales projects from the above interventions are currently being scrutinised in more detail to provide a more robust basis for identified best practice which will be used to shape future CSAP delivery models. KERRI MCGIBBON PERSONAL TRAINING GYM Value of grant: 3,957 Small grants make a big difference. A development grant of nearly 4,000 for flooring in a gym in Burry Port has enabled Kerri McGibbon to help his clients continue to grow strength and confidence. The women Kerri helps train all have their own personal stories to tell but they all have one thing in common - physical activity is getting them all on the road to recovery. - GWYNJIM GYMNASTICS CLUB Value of grant: 25,000 Investment aims: 250 new junior participants, 12 new weekly bilingual sessions. When a waiting list in North Wales was over two and a half years to join a local gymnastics club, Gwyn Owen ran his own session for his son and his friends. Fast forward 5 years and the club is now thriving, benefiting from a Sport Wales Development Grant for facilities and equipment, enabling the club to offer sessions for the whole community. Gwyn Jim also enables participants to speak Welsh, their language of choice, during sessions. STREETGAMES Value of Grant: 130,000 ( ) 125, 000 ( ) StreetGames manages the network of Doorstep Sport providers. There are over 600 organisations in the network. They are community groups, local authorities, sports clubs and other types of organisations that are concerned with the well-being of disadvantaged young people. In Wales, StreetGames currently works with 44 out of the 52 Communities First clusters. Over 18,323 young people have benefited directly from StreetGames activity. The network is continuing to grow with over 150 national and regional organisations involved across the nation. HARIS - STREETGAMES PARTICIPANT Haris: The StreetGames Wales team offered me a structure when I most needed it as after my GCSE s I couldn t see myself going back to education, but undertaking a placement helped me to realise that it wasn t so bad after all and that with the right mind-set you can achieve anything. Thank you both once again Matt and Ali for everything you have done for me on the placement, it was amazing and I enjoyed carrying out the hours in my community and hope to do more volunteering in the future. StreetGames: Haris coordinated 4 other volunteers giving him responsibility which helped develop his confidence to go on to bigger and better things. Without Haris the Cricket provision wouldn t have continued in his community. Haris completed over 270 hours of volunteering and due to this placement is now back into the education system. COLLABORATION: ARTIFICIAL TURF PITCHES Value of Investment: 3miilion In 2012 there were over 150 Artificial Turf Pitches (ATPs) in Wales with the vast majority of those full-size and developed and driven by the competitive needs of hockey. Despite this, the predominant user of these pitches was football training / 5-a-side football. Most ATPs were located on education and local authority leisure sites. The lack of good quality grass pitches meant ATPs were essential for rugby and football training and 5-a-side. In 2013 Sport Wales supported a 3m lottery investment towards a collaborative approach between football, rugby and hockey, to invest strategically in artificial pitches across Wales. This approach, endorsed by the Deputy Minister for Culture Sport and Tourism at the time, and led by the three National Governing Bodies (NGBs) and Sport Wales, was a step forward in itself. This approach was seen as a truly innovative and unique approach to developing sport in Wales. This was the first time that the NGBs and Sport Wales had come together to work towards a collaborative solution for facilities. The approach was not simply to invest funds or to refurbish existing poor quality stock, but to plan, deliver and work together to maintain current provision and increase participation especially amongst female participation. The impact so far: An increase in participation levels; More opportunities for women, girls and juniors; Coaches observing an improved skill level amongst players; A better experience for participants; Freeing up overused grass pitches; Club hub models offering multi-sport; Avoiding the loss of the facility all together. LEAD OFFICER(S) Tom Overton / James Owens

14 PROGRAMME NAME DISABILITY SPORT WALES COMMUNITY CASE STUDIES PROGRAMME BUDGET (annual) 566,636 ( ) DATE PROGRAMME COMMENCED Lottery funding of the programme began in 2000 AIM OF THE PROGRAMME Increase the amount of accessible sports opportunities available to disabled people in their local communities. Increase the number of physically active disabled people leading to a better and healthier quality of life. To create an inclusive sporting Wales which is equitable in its choice and location of sport, and reflective of and responsive to the needs of disabled people. To create a sporting Wales where inclusion is at the heart of workforce training and development. IMPACT The outcomes below are currently recorded through a structured system with returns from the 22 LA based Disability Development Officers: insport NGB - 15 NGB s have achieved insport standards during that period (4 Silver; 3 Bronze; 8 Ribbon) insport Development is progressing in all 22 LA s 5 Silver, 11 Bronze and 6 Ribbon. insport Club 190 clubs have achieved insport Club standard; a further 53 clubs have attained an inclusive NGB accreditation standard. IMPACT ON VISION AND STRATEGIES The programmes main impact in relation to Sport Wales high level objectives is in reducing inequality in participation with the membership measure (regular participants) increasing fourfold in the last 5 years. The programme also delivers on hooked on sport and CMO guideline objectives and contributes to the Nation of Champions aspiration, especially as opportunities for talent identification are increasingly being added to the programme as DSWs work on talent continues to develop % INCREASE (5 YEARS) CLUBS % SESSIONS % MEMBERS (REGULAR PARTICIPANTS) 5,861 22, % The programme is also significant in the objective of achieving complete sporting pathways as it provides a much richer offer across disability sport and it also enables wider inclusive opportunities for the many sports that are involved in the programme and have benefited from insport accreditation. Clubs: 411 Sessions: 563 Members (participants): 22,685 Coaches: 3,562 Volunteers: 3,741 Participation Opportunities: 1,475,361 insport Programme: insport NGB Silver 4 Bronze 3 Ribbon 8 insport Development Silver 6 Bronze 11 Ribbon 5 insport Club insport standard 190 NGB inclusive NGB accreditation standard 53 LEARNING AND EVALUATION The power and impact of sport on the lives of those with a disability is vast. The investment made into disability sport in Wales impacts on those from community through to elite. It offers more than just an access route to sport. To many it is their social hub and community network. In 2009 DSW produced a strategic document as part of the Sport Wales annual submission which highlighted the need for transition towards a more inclusive landscape. Education and advocacy programmes have been developed to support transition, upskilling and learning for mainstream partners. The UKDIT suite of courses and the insport programme are both complimentary to this ambition as would be the Sainsbury s Active Kids for All programme. The shift within the sector has been startling, reinforced by insport outputs and the changing philosophy of mainstream partners including the 22 LAs toward inclusive delivery and equality. An independent evaluation of the programme was conducted in by Strategic Leisure. Its findings included the programme is making a significant impact on creating, developing and sustaining opportunities for disability sport. It has a high profile across a number of key stakeholder groups at both national and local level and is also well respected from outside of Wales. In comparison to other national disability sport programmes it is well structured and resourced. The weakness identified by the report in the limited capacity and readiness of the wider sports sector to deliver inclusive sport was addressed through the establishment and development of the insport programme. DSW SUMMARY COVERS COMMUNITY & ELITE PROGRAMMES: - RHYS JONES (CWG MEDALLIST) This and the next video show the human impact of the work. The football club that was part of the programme was the start of the self-confidence and enjoyment that lead to CWG medal achievement. - DEBBIE JONES (MUM) - PHIL PRATT Short slide show showing his transition from Community Programme to Paralympic medallist (won Bronze in 2016). - CAMERON HUDD Showcases the impact on family and Cameron as a young man following diagnosis of impairment. - ROB DAVIES Showcasing how sport has impacted on his life following a spinal-chord injury. Rob is now a Paralympic Gold Medallist in Table Tennis. RYAN SHALLISH How opportunities through Deaf rugby has transformed his quality of life. - DSW COMMUNITY PROGRAMME - PATHWAY - DSW COMMUNITY PROGRAMME- FAMILY IMPACT - LEAD OFFICER(S) Ian Blackburn COACHES 1,621 3, % VOLUNTEERS 2,130 3,741 76% PARTICIPATION OPPORTUNITIES 927,017 1,475,361 59% The learning approach includes a regular programme of national seminars and conferences for the DSW Community staff and their network of LA and NGB partners. The insport programme also helps to facilitate this learning as the case officers can very quickly share best practice approaches. -

15 PROGRAMME NAME ELITE ATHLETE CASE STUDIES PROGRAMME BUDGET 900,000 per annum DATE PROGRAMME COMMENCED The programme is reviewed and revised in line with changes to the Elite Sport Strategy. AIM OF THE PROGRAMME The Elite Athlete Programme supports the delivery of the Elite Sport Strategy, where winning is expected, talent is developed, and success is promoted and celebrated across a wide range of sports. The programme is split into two streams; Elite Cymru and Talent Cymru. Elite Cymru primarily covers non-olympic/paralympic sports and supports athletes that are already proven competitors on the world stage. Since April 2006, UK Sport has held responsibility for the funding of athletes in Olympic/Paralympic sports that are likely to medal at the next Games through the UK World Class Programme. Talent Cymru is designed to help systematically feed athletes into the highest level of support i.e. Elite Cymru or UK World Class Programme. The Talent Cymru scheme also supports athletes that can deliver Commonwealth Games medals for Wales who are not part of the UK World Class Programme. IMPACT The impact of the elite athlete programme is measured against the objectives of the Elite Sport Strategy. This is underpinned by bespoke process measures in supported sports around agreed criteria at which athletes qualify for support, current achievements in the sport, proposed completion and preparation programmes and progress against these, and equality and demographics information. The elite athlete programme has delivered against the objectives in the Elite Sport Strategy. The number of Welsh medallists at successive Commonwealth, Olympic and Paralympic Games has increased, and the proportion of Welsh athletes representing Team GB at the Olympics and Paralympics has increased. In addition, Wales enjoys success at the World level in non-olympic sports through Elite Cymru supported athletes. LEARNING AND EVALUATION The Elite Sport Strategy underwent an independent review following the Commonwealth Games in As a result of the review, Sport Wales made some changes to the criteria for and operation of the elite athlete programme. A progress evaluation of the Elite Sport Strategy will be conducted ahead of the Commonwealth Games in 2018 to be independent of the results at the Games. Delivery of the strategy has been approached collaboratively and iteratively with partners throughout this performance cycle. It is a requirement of all funded partners to complete a six-monthly review of the elite athlete programme and an end of year evaluation of its achievements against aims. FRANKIE JONES AT THE 2014 COMMONWEALTH GAMES Not only did Frankie return a record individual haul of 6 medals at the Glasgow Games but she was also voted the Inspirational athlete of the Games and received the trophy at the Closing ceremony. Sport Wales Lottery support allowed Frankie to not only focus on her performances but to also overcome some serious injury set-backs, eventually enabling her to compete for Team GB at the London 2012 Olympics and then extend her career through to Glasgow 2014 and the incredible success she enjoyed. She has undoubtedly inspired a whole new generation of budding young gymnasts. TRANSITION OF WELSH CYCLISTS ONTO WORLD CLASS PATHWAY AND SUBSEQUENT SUCCESS AT OLYMPIC GAMES There are several sports in which Lottery investment has paid significant dividends in terms of the elite level success currently being enjoyed. The National Velodrome in Newport, the first of such in the UK and built with the assistance of National Lottery funding, has played a part in the staggering and enviable record of Welsh cyclists on the international stage. The very successful British Olympic programme is currently populated by nearly 20% of Welsh riders this is an incredible statistic given that the general Welsh population is 5%. LEAD OFFICER(S) Brian Davies Director of Elite Performance Owen Lewis Head of Elite Sport

16 PROGRAMME NAME ELITE COACHING CASE STUDIES PROGRAMME BUDGET 2.7 Million ( ) DATE PROGRAMME COMMENCED The programme is reviewed and revised in-line with changes to the elite sport strategy AIM OF THE PROGRAMME A key element of delivering against the Sport Wales vision, especially in regard to producing a Nation of Champions, is ensuring quality coaches are in situ. Coaching has a crucial role to play in achieving successful results and participation in Welsh sport. Investment in the employment and operation of coaches improves competitor performance and raises coaching standards. Sport Wales uses Lottery resources to fund coaches, their operation and their development to carry out this work. The elite coaching programme is built on the principle of providing appropriate support to the performance pathways of those sports prioritised in the Elite Sport Strategy to best deliver against the strategy objectives. The programme operates in key areas and covers international, national and regional standards of coaching: PERFORMANCE COACH DIRECTION Sports benefit from the recruitment of good quality directors of coaching and performance to help establish and manage elite performance structures that are capable of producing systematic success at the highest levels in their sport. The programme provides support to prioritised, recognised national governing bodies to recruit full-time or part-time performance directors to attain greater success on the international stage and provide a systematic framework for continued success at that level. recognised national governing bodies to recruit national and/or regional coaches to develop and improve levels of performance towards greater success on the international stage. National coaches may work with national teams and squads at senior and junior level, academies and the development of other coaches in a practical coaching situation. The emphasis will be on contact time with athletes (i.e. tracksuit coaches ) but with the skills to plan and contribute to the development of programmes. A main limiting factor for the development of athletes at regional level is the availability of quality coaches. There is a great deal of evidence to demonstrate that where quality coaching is provided at regional level the commitment from young athletes increases, as do the standards of performance. However, it is recognised that paid appointments cannot be a sustainable solution in all instances and across all sports. Careful consideration is given to the positioning of appointments to ensure long-term maximum impact that complements the volunteer delivery network. Regional coaches may work with teams and competitors in support of an agreed Performance Pathway and will also work in the training and development of other coaches. PERFORMANCE COACH DEVELOPMENT / SUPPORT As with all progressive workforces, performance directors and coaches require ongoing support, mentoring and continuous professional development. It is expected that performance staff and coaches have programmes in place to enhance, improve and develop the skills needed to stay at the forefront of coaching and leadership in performance sport. sports around current coaching qualification levels, development plans, roles and responsibilities and specific annual targets for different posts and equality information. The elite coaching programme has delivered against the objectives in the Elite Sport Strategy. The number of Welsh medallists at successive Commonwealth, Olympic and Paralympic Games has increased, the proportion of Welsh athletes representing TeamGB at the Olympics and Paralympics has increased and the number of Welsh athletes on UK Sport World Class programmes exceeds seven per cent in those Olympic and Paralympic sports prioritised as part of the Elite Sport Strategy. Sport Wales uses the focus tool to measure progress in sports in Wales and information from this shows an improvement trend in the system building area around talent development. LEARNING AND EVALUATION The Elite Sport Strategy underwent an independent review following the Commonwealth Games in As a result, Sport Wales made some changes to the criteria for and operation of the elite coaching programme. A progress evaluation of the Elite Sport Strategy will be conducted ahead of the Commonwealth Games in 2018 to be independent of the results at the Games. Delivery of the strategy has been approached collaboratively and iteratively with partners throughout this performance cycle. It is a requirement of all funded partners to complete a six-monthly review of the elite coaching programme and an end of year evaluation of its achievements against aims. STAFF WHO VE GONE ON TO OTHER THINGS IN THE UK SYSTEM As part of its Progressing Coaching for Performance strategy, Welsh Athletics has completed an intensive programme of coach development opportunities in Wales delivered by World Leading coaches including: The coach to 55 Olympians at 5 Olympic Games, winning a total of 26 Olympic medals, Stuart McMillan; US Olympic Commission Track Coach of the Year and coach to Aries Merritt Olympic Champion and World Record Holder, Andreas Brehm; Four-time World Champion in the Shot Put, John Godina; The coach to Robbie Grabarz, London Olympic High Jump Bronze medal winner, Fuzz Ahmed; The coach to James Dassalou, who ran the second fastest time ever recorded by a British sprinter, Steve Fudge; Barry Fudge, lead physiologist to British Athletics and support to Mo Farrah and Paula Radcliffe (amongst many others). More than 250 athletes and 180 coaches have benefited from the programme which encompassed regional development days, national coaching conference and national development days and the inaugural World Athletics Centre Coach and Athlete Clinics, the first time these clinics have been hosted outside America. The signs of success are promising. Three years ago, there were 60 athletes with a UK top 30 ranking profile at U23 level. This number is now in excess of 130 athletes. TALENT COACH S PROGRAMME/ PERFORMANCE LEADERS PROGRAMME Sport Wales works to ensure that the elite workforce is continuously developing and progressing to ensure the high performance system in Wales is populated by world class people at all levels. This includes a performance leader s development programme run on behalf of the UK to help ensure the provision of a systematic framework for sustainable success. There are also coach development programmes set up to support current national level coaches and the talent level coaches who will become the best coaches of the future. These programmes provide upskilling in specific areas that will stimulate coaches to think differently, and be able to adapt and flex their skills to improve athlete performances. Both have received extremely positive feedback from coaches, reporting key impacts on specific areas of their coaching, linked to the programme content. The programmes establish a community of practice where coaches operating at similar levels from different sports, can come together and share challenges, good practice, and support/challenge each other. LEAD OFFICER(S) Brian Davies Director of Elite Performance Owen Lewis Head of Elite Sport PERFORMANCE COACH DELIVERY Quality performance coaching is integral to athletes progressing in sport and performing on the international stage. The programme provides support to prioritised, IMPACT The impact of the elite coaching programme is measured against the objectives of the Elite Sport Strategy. This is underpinned by bespoke process measures in supported