Amateur Boxing
Development
Strategy
2009-2013
Amateur Boxing - The Next Chapter
www.abae.org.uk
Amateur Boxing Development Strategy
2009 - 2013
Mission Statement
The Amateur Boxing Association of England (ABAE) is the national governing
body for the sport and is responsible for the administration, development and
promotion of amateur boxing throughout the country. The ABAE continually
strives to develop the sport through effective governance and strong leadership
ensuring that ALL members can personally develop through the sport. At the
heart of the ABAE’s business and operations lies the principle of treating
everyone fairly and ethically, and ensuring that amateur boxing is a sport for all.
Vision
To be the world leader in the sport of amateur boxing, enabling England to
excel with medal winning success at the 2012 London Olympic Games.
To encourage sustained membership through the development of a high
quality experience, nurturing the sport with increased capacity and
participation.
Amateur Boxing Development Strategy
2009 - 2013
Executive Summary
The ABAE has grown and developed as a result of meeting
the outcomes of the 2005-2009 Whole Sport Plan and the
organisation has set ambitious outcomes moving forward.
The ABAE has been awarded £4.7m from Sport England to
deliver the Whole Sport Plan for 2009-2013. This strategy
outlines the future developments and operations of the
ABAE for the period of 2009-2013 aligned to the Whole
Sport Plan outcomes of Grow, Sustain and Excel.
Core to the success of the strategy is the organisation’s
leadership, governance, operations and staffing structure.
The financial contribution by Sport England enables the
ABAE to employ a professional team to work alongside
the army of volunteers to add value, empower, develop
and build capacity, enabling increased participation,
enhancing member satisfaction and feeding the Great
Britain team.
CONTENTS
Page
Mission Statement & Vision
2
Executive Summary
3
KPI’s
4
Structure and Governance
5
Operational Context
6
Strategic Interventions
7-19
The strategy details the performance indicators and 12
key interventions of the ABAE that will enable the
ambitious outcomes to be achieved. The interventions
are:
1. Increasing participation – bringing young people into the sport through schools
2. Utilising the further and higher education sector to increase and sustain
participation and progress individuals
3. Bringing new adults into the sport and keeping them
4. Increasing and sustaining participation in poor, disadvantaged and ethnic
minority communities
5. Increasing participation among, and retaining, women and girls
6. Participation for people with disabilities
7. Developing pathways and competitive opportunities
8. Development of coaching, coaches and officials
9. Developing and supporting volunteers
10. Clubs and club development
11. Identifying and developing the talent pool
12. Developing facilities to grow and sustain the sport, enabling individuals to
succeed and increasing satisfaction
Amateur Boxing Development Strategy
2009 - 2013
Key Performance Indicators
Grow
Outcome: Number of people participating in sport at least 1 x week
Measure
Source of Data
Number of people participating in
sport at least 1 x week
Active People Survey
Baseline
106900
Target
Year 1
(09/10)
Year 2
(10/11)
Year 3
(11/12)
Year 4
(12/13)
113150
119400
119400
131900
Grow – PE School Sport and Young People
Outcome: Young People Participation in Club Sport
Measure
Source of Data
Target
Year 1
(09/10)
Year 2
(10/11)
Year 3
(11/12)
Year 4
(12/13)
20000
30000
40000
50000
Outcome: Young People Participation in Leadership and Volunteering
Measure
Source of Data
Baseline
Target
Year 1
Year 2
Year 3
(09/10)
(10/11)
(11/12)
Year 4
(12/13)
Participation in NGB accredited clubs ABAE club members
database
Young people (5-19) increase in
doing sports volunteering and
leadership
Baseline
10824
ABAE Step into Sport
reporting
90
300
600
900
1300
Sustain
Outcome: Significant Increase in Participants Satisfaction with the quality of Sporting Experience
Measure
Satisfaction with quality of sporting
experience
Source of Data
Sport England
Satisfaction Measure
Baseline
SE to
provide
Target (Increase on Baseline)
Year 1
Year 2
Year 3
(09/10)
(10/11)
(11/12)
1%
2%
3%
Year 4
(12/13)
5%
Excel
Outcome: Well-defined and appropriate talent support systems, resulting in more talented performers moving
on to elite programmes and success.
Measure
Source of Data
Increase the quality and quantity of Numbers in regional
the talent pool
and national squad
system
A minimum 20% of the talent pool
representing England per year
England National
Coach reports /
tracker spreadsheet
Baseline
Target (Increase on Baseline)
Year 1
Year 2
Year 3
(09/10)
(10/11)
(11/12)
Year 4
(12/13)
340
370
400
440
490
63
74
80
88
98
Amateur Boxing Development Strategy
2009 - 2013
The Strategy
1. Structure and Governance
The ABAE Board and Council will drive and monitor the Amateur Boxing Strategy. The Strategy
focuses on the operations and development work of amateur boxing to grow the sport, improve
satisfaction and therefore sustain membership, and provide a programme that enables excellence to
an England elite level. “Grow / Sustain / Excel” outcomes are the ABAE’s key performance measures
that will be reported to Sport England and other relevant partners. To achieve the outcomes and
performance indicators detailed within this document, the ABAE will focus on 12 key interventions.
To enable full implementation of the strategy, ensuring impact locally and at a grass roots
level, regional associations, supported by the network of Boxing Development Officers and the
National Development Team, will be set the task of producing individual four year strategic
local plans aligned to the context of this strategy and responding to local need. Regional plans
will be submitted to the Board and Council by September 2009 and the plan will cover the
period 2009 to 2013.
National commissions will be reviewed to fall in line with specific intervention areas.
The ABAE’s National Development Team will lead on national policy related to the key
interventions and outcomes, providing direction for Boxing Development Officers and
Regional Associations, and liaise with national partner organisations.
ABAE Board
English Boxing Council
11 ABAE Associations:
Commissions:
North West / Merseyside &
Cheshire
Yorkshire / Tyne Tees and Wear
Midlands / Home Counties
Eastern / London
Southern/ Western
Combined Services & Police
Equity & Child Protection /
Women’s Boxing
Development
Technical and Rules /
Championships
Referees & Judges / Coaching
National Development and
Operations Team
Boxing Development Officers
3 Core Outcomes – to GROW; to SUSTAIN membership by improving satisfaction; to EXCEL
12 Key Interventions
Amateur Boxing Development Strategy
2009 - 2013
2. Operational Context
The operations team will support the Whole Sport Plan activity and propagate throughout the
National Governing Body and the wider body of volunteers, such as registrars, secretaries,
treasurers, clubs, coaches and members.
The further development of excellent governance and administrative practice and delivery
impacting upon processes, procedures, work models/methods and structures, information
reporting, ABAE endorsed programmes and events to enable interventions and outputs to be
recorded, monitored, measured, managed and controlled.
Working with external bodies, such as Sport England and the ISO Standards agency, we will
deliver the standards to maintain the NGB accreditations and assurance awards, implementing
additional services, training and methods to increase levels of performance and diligence.
The ABAE Board and Council, national team and commissions will ensure all employees and
the volunteer workforce will be fully informed of the progress, outcomes and targets of this
strategy and the Whole Sport Plan utilising communication tools, a national seminar and
events.
Amateur Boxing Development Strategy
2009 - 2013
3. Strategic Interventions
Increasing Participation - Bringing Young People into the Sport at/via Schools
The ABAE seek to:
• Drive up participation levels of young people in clubs.
• Increase the number of schools that offer boxing within PE and school sport settings.
• Deliver pathways to an affiliated amateur boxing club.
Led by the National Development Manager we will:
Year 1
• Establish the detail of existing school – club links and review their effectiveness.
• Create and sell the suite of ABAE-endorsed products and programmes for schools via the
Youth Sport Trust and the School Sport Partnership network. This will be supported by
Boxing Development Officers and clubs locally targeting 10 schools per Boxing Development
Officer.
• Boxing Development Officers to identify and support coaches to work in schools (replicated
in years 2-4).
• Support the National Step Into Sport Conference (replicated in years 2-4).
• Deliver the Step Into Sport programme through the Boxing Development Officers via the
Boxing Tutor Course and engaging young leaders to volunteer in club environments
(replicated in years 2-4).
• Review and pilot a training programme for junior officials / timekeepers.
Year 2
• Review ABAE endorsed programmes and products with the Youth Sport Trust and, where
required, develop and deliver new initiatives.
• Complete the design of the Junior Officials / Timekeepers course and sell this to the Youth
Sport Trust and School Sport Partnerships network.
• Boxing Development Officers to continue to deliver in 10 schools per annum utilising the
products and programmes available (repeated in years 3 and 4).
• Boxing Development Officers to identify and develop school boxing clubs (repeated in years
3 and 4).
• Boxing Development Officers to identify and develop new school-club links (repeated in years
3 and 4).
Year 3
• Present at national conferences such as the PDM Conference.
Outputs
•
•
•
School-based boxing clubs from
8 - 50
DCMS defined school-club links
from 880 – 1,300
Young people that access boxing
related accredited / leadership /
volunteering programmes such
as Step into Sport and ASDAN
from 90 – 1536
Amateur Boxing Development Strategy
2009 - 2013
Utilising the Further and Higher Education sector to increase and sustain
participation and progress individuals
The ABAE seek:
• Increase participation levels targeting the student population.
• Increase affiliated club opportunities in FE/HE settings.
• Provide competitive pathways for students.
• Utilise the FE/HE offer to enable the lifestyle and talent development of boxers.
• Develop a new workforce that can promote boxing and increase participation.
Led by the National Development Manager we will:
Year 1
• Promote existing and established ABAE endorsed programmes and initiatives through education
partners, namely the Youth Sport Trust and their Further Education Sports Co-ordinators (FESCO)
network, and the British Universities and Colleges Sports Association (BUCS).
• Boxing Development Officers will utilise ABAE programmes to create partnerships with targeted FE /
HE establishments. In addition the Boxing Development Officers will identify and support boxing
coaches to work effectively within these settings.
• Priority will be given to the development of a new Regional Academy and a review will take place of
all academies.
• Support will be given to the BUCS and EUSA championships and promotion of ABAE championships
to BUCS competitors (repeated in years 2-4).
• A baseline will be established and recorded of students that volunteer in boxing related activity.
• The Step Into Sport initiative will be piloted with a FE establishment.
Year 2
• Boxing Development Officers will work in partnership to develop new and existing boxing clubs in
FE / HE establishments (repeated in years 3 and 4).
• Priority will be given to the development of a new regional academy.
• Nationally the ABAE will work with a training provider to develop / endorse a boxing related training
course that can be utilised for students who will be the future workforce of teachers and fitness
instructors.
• Volunteering in boxing to be sold to students via FESCOs, BUCS and BDOs.
• Step Into Sport to be expanded throughout the BDO network to targeted FE establishments.
Year 3
• A review of the competition structure and pathway for students and ongoing support for the
competition pathway.
• Priority will be given to the development of a further two regional academies.
• A targeted recruitment campaign in FE/HE will focus on the specific volunteering needs identified
within the National Volunteer Strategy.
Year 4
• Priority will be given to the development of a further two
regional academies.
• A review of the impact of student volunteering in boxing.
Outputs:
•
•
Increase levels of direct ABAE FE/HE
affiliated clubs to from 12 to 45
Increase number of students
volunteering in boxing. Increase of 5%
per annum.
Amateur Boxing Development Strategy
2009 - 2013
Bringing new adults into the sport and keeping them
The ABAE seek to:
• Maximise the latent demand of adults who want to box or want to box more frequently
and increase participation levels.
• Create new environments and opportunities to engage more adult participants.
• Provide a pathway to an affiliated amateur boxing club.
Led by the National Development Manager we will:
Year 1
• Establish the capacity of clubs and their facilities to engage with more adult participants
within the work of intervention 12 around facility development.
• Boxing Development Officers to establish boxing related activity within their catchment
areas that does not fall under the remit of an affiliated boxing club and investigate potential
links.
• Pilot a local partnership between a boxing club and private sector provider establishing
potential links, challenges and areas that need to be developed.
• Regional associations will focus on the affiliation of adult non-competitive members.
Year 2
• Develop an ABAE endorsed programme for the fitness and leisure sector through a national
partnership approach with the Fitness Industry Association, including the allocation of a
delivery mechanism.
• Engage with the “Make Active Attractive” campaign nationally and locally to create more new
opportunities and pathways for women and girls in amateur boxing.
Year 3
• Implementation of the new suite of programmes for the leisure and fitness sector.
• Boxing Development Officers to establish and maintain new
Outputs:
partnerships between boxing and the leisure and fitness sector.
• 25,000 adults (over 16s) participation
Year 4
in boxing / boxing related activity
once a week
• Careful marketing campaigns to encourage interest,
•
More adults (20+) becoming
leading to increased participation, and to change perceptions
registered ABAE club members from
of boxing amongst the wider public.
6582 to 20,000
Amateur Boxing Development Strategy
2009 - 2013
Increasing/sustaining participation; poor, disadvantaged and ethnic minority
communities
Case Study:
In summer 2008 the ABAE, in partnership with the Metropolitan Police, delivered noncontact boxing to more than 3,000 young people in schools in inner-city London. Delivery
was led by Level 1 coach qualified police officers and police community support officers
(PCSOs). This is a proven success and has resulted in the Met pledging to finance the
training of a further 100 officers to ABAE Level 1 Coach level. These will then deliver to
additional schools building on Year 1 pupil participation levels. The programme includes a
court and YOT referral programme and clear pathways to registered ABAE clubs.
The ABAE seek to:
• Maintain the high proportion of membership of people from ethnic minority communities.
• Further develop its capacity to ‘reach into’ key communities to attract and retain participants
from England’s most deprived communities.
Led by the National Equity and Child Protection Manager we will:
Year 1
• Through the process of the Equality Standard Framework - embed and ensure that equity principles
are adhered to throughout the organisation.
• Review current projects, provision and programmes and the inclusion of people from ethnic
minorities and IMD wards.
• Provide a national framework (and appropriate training where required) for projects, provision and
programmes related to the relevant target groups.
• Support and prioritise pilot programmes including Boxing in Mosques, London Active Communities,
Contender Am Box and coaching in prisons.
Year 2
• Expand programmes piloted and detailed in the national framework through the Boxing
Development Officer network.
• Develop links with community agencies and organisations to deliver boxing with clear exit routes to
the formal club structure or development of new clubs, for example Positive Futures, religious
leaders, police, schools and SSPs, and youth agencies (repeated in years 3 and 4).
• Expand awareness and other related training (such as a day course in youth work and the Police
Conflict Resolution course) throughout identified club networks (repeated in years 3 and 4).
Year 3
• Targeting support for Clubmark accreditation at clubs
serving poor and disadvantaged areas.
Year 4
• Review the impact of the national framework particularly
Outputs:
reviewing the social impact of amateur boxing.
 Maintain the 15% representation of
people from ethnic minority
communities
 Increase the number of people
recruited to the sport from the most
deprived IMD wards by 10%
Amateur Boxing Development Strategy
2009 - 2013
Increasing participation among and retaining women and girls
The ABAE seek to:
• Drive up participation rates of women and girls.
• Increase opportunities for women and girls to box.
• Remove barriers to participation and tackle misconceptions.
Led by the National Development Manager we will:
Year 1
• Establish Association Women’s Boxing Development Groups with action plans for activity, and
supported by a local figurehead for women’s boxing (repeated and implemented in years 2 - 4).
• Establish action plans for Boxing Development Officers related to the creation of new opportunity,
recruiting and training female coaches, volunteers and officials, and supporting clubs to become
female friendly.
• Provide female only boxing tutor and leaders’ courses to recruit new female volunteers (repeated in
years 2 - 4).
• Provide professional development support for active and qualified female coaches.
• Proactively target and support a female to become a coach educator
• Work with Positive Futures and the Women’s Sport and Fitness Foundation on a new activity
programme for girls aged 10-19.
• Provide a summer Box Camp for women and girls.
• Establish the readiness of clubs to be female friendly through an extensive club audit and prioritise
support.
• Promote and raise the profile of women’s boxing (repeated in years 2-4).
• Campaign for inclusion in the 2012 Olympic Games.
Year 2
• Establish remaining regional women’s groups with action plans.
• Implementation of association plans and new activity programmes and initiatives (repeated in years
3 and 4).
• Engage with the “Make Active Attractive” campaign nationally and locally to create more new
opportunities and pathways for women and girls in amateur boxing.
• Create “Sporting Champions” as role models for women’s boxing.
• Promote female-friendly clubs, particularly aligned with activity programmes.
• Proactively recruit women on to UKCC Level 1 courses (repeated in years 3 and 4).
• Target and support clubs to become more female friendly (repeated in years 3 and 4).
Year 3
• Target, recruit and support the development of female volunteers and particularly officials.
Outputs:
 Increase the take up of the sport
based on the Active People survey by
10%
 Club membership from 508 to 1000
members
 50% of clubs providing for women
and girls
 Female volunteers from 326 to 500
 Female coaches from 50 to 180
Amateur Boxing Development Strategy
2009 - 2013
Participation for people with disabilities
Inclusion example:
A young boy with autism and challenging behaviour accesses boxing at club level, providing him with
structured, individual, focused activity benefiting his behaviour and life skills outside of the sport.
The ABAE seeks to establish a future development plan for boxing for people with disabilities.
Led by the National Equity and Child Protection Manager we will:
Year 1
• National Equity and Child Protection Manager to establish baseline participation.
• Functional lead to be assigned to one Boxing Development Officer.
• Creation of a partnership with national and local disability sport organisations, a research body and
the ABAE, including the Medical Commission, to scope out the action research programme.
Year 2
• Disability awareness training and resources to be provided to Boxing Development Officers, and
identified coaches.
• Design and implement a pilot programme with a small group of people with disabilities examining
the social and physical impact, assessing methods of adaptation, and exploring potential
competitive structures including classification and the need within the sport for further
development.
Year 3
• Pilot programme to be implemented and researched with an extended group of disabled people.
• Research study to be produced.
Year 4
• Future strategy to be written for amateur boxing for people with disabilities and presented to the
Boxing Council and Board.
Outputs:
 200 disabled people access an action
research programme
Amateur Boxing Development Strategy
2009 - 2013
Developing pathways and competitive opportunity
The ABAE seeks to establish and implement a clearly defined participant pathway that:
• Defines opportunities for participation and competition at all levels.
• Defines the participant capacities required at each level.
• Identifies the environmental and support requirements at each phase.
Led by a co-ordinated group culminating of responsible individuals we will:
Year 1
• Continue to support the delivery of championships and international events to support the
progression of boxers (repeated in years 2 – 4).
• Development of a Participant Development Model, defining capacities and progression pathways at
each stage of the model.
Year 2
• Establish participant development protocols to ensure that participant needs are being met at all
stages of the performance pathway.
• Full review of competition structures based on the Participant Development Model.
Year 3
• Continued implementation of participant development protocols.
• Implementation of necessary changes to competition structures as informed by the review.
Year 4
• Continued implementation of participant development protocols.
• Continued implementation of necessary changes to competition structures as informed by the
review.
GB
ENGLAND
SQUAD
REGIONAL EVENTS
CHAMPS/ SQUADS
DIVISIONAL EVENTS /
CHAMPIONSHIPS / SQUADS
Milestone:
CLUB COMPETITION
 Provide and communicate a clear
boxer pathway from recreational to
elite level
Amateur Boxing Development Strategy
2009 - 2013
Development of coaching, coaches and officials
Regarding coaching and coaches the ABAE will seek to:
• Develop a new ABAE coaching system that enable boxers at all levels of participation and
performance to be supported by inclusive coaches with the knowledge, skills and experience
necessary to support them to achieve their goals within the sport.
• Respond to the individual needs of coaches with a programme of continuous professional
development.
• Have a coaching workforce that can meet the needs of the sport and the outcomes within this
strategy.
Led by the National Club and Coach Manager we will:
Year 1
• Develop new Level 1 Certificate in Coaching Boxing and gain endorsement via UKCC and the
Qualifications and Curriculum Authority (QCA).
• Support the workforce that will deliver the new coaching courses to gain the required qualifications
as follows:
• Certificate in Tutoring Sport (CTS).
• Introduction to Assessment Practice in Sport (IAPS).
• Internal Verification.
• Commence delivery of UKCC Level 1.
• Complete coaching audit to establish key areas of need enabling a workforce that can support
Grow, Sustain and Excel outcomes.
Year 2
• Develop new Level 2 Certificate in Coaching Boxing and gain endorsement via UKCC and QCA.
• Commence delivery of UKCC Level 2.
• Implement process to bridge existing coaches into the new system.
• Continue to develop the workforce required to deliver the new coaching courses and wider CPD
opportunities.
• Pilot CPD opportunities within ABAE regions based on needs identified within coaching audit.
• Produce Coaching Development Model identifying coaching roles and pathways for progression
within the new system.
Year 3
• Develop new Level 3 Certificate in Coaching Boxing
and gain endorsement via UKCC and QCA.
• Commence delivery of UKCC Level 3.
• Further establishment of CPD systems within ABAE
regions based on need.
Year 4
• Explore options for development and delivery of
UKCC Level 4.
• Continued development of CPD systems within
ABAE regions.
Amateur Boxing Development Strategy
2009 - 2013
With regard to officials the ABAE will seek to:
 Increase the number of officials available for the competition pathway.
 Enhance the quality of officials through training and development.
Led by the National Development Manager we will:
Year 1
 Continue to support and review officiating projects.
 Promote the success of officiating projects as a means of encouraging more people to officiate.
Year 2
 Undertake further consultation on officiating through the Referees and Judges Commission to
establish development needs.
 Prioritise, develop, endorse and promote the Junior Officials / Timekeepers course with links with
PESSYP.
Year 3
 Investigate the National Standards for Officiating and make recommendations based on the sports
needs as well as the requirements of industry standards.
 Continue to role out the Junior Officials / Timekeepers course.
Year 4
 Undertake actions related to the review process.
 Encourage qualified Junior Officials / Timekeepers to sit the Grade C Judges courses with assigned
mentors.
Outputs:
 Number of active and qualified
coaches from 1787 to 2300
 Number of active and qualified
officials from 679 to 750
 Number of active and qualified female
coaches from 50 to 180
 Increase the number of active and
registered boxing tutors / leaders by
250 per annum
Amateur Boxing Development Strategy
2009 - 2013
Developing and supporting volunteers
The ABAE will seek to:
 Recruit more volunteers into the sport.
 Develop the skills, expertise and experience of volunteers enabling them to meet the diverse
needs of the sport.
Led by the National Development Manager we will:
Year 1
 Produce a national volunteering strategy.
 Implement expanded Step Into Sport programme.
 Identify local sources of volunteers and volunteer support.
 Promote the contribution of volunteers via ABAE newsletters and website.
Year 2
 Strengthen local partnerships to enhance volunteer recruitment, support and development
opportunities.
 Boxing Development Officers to provide local volunteer development opportunities.
 Create role descriptions and guide competencies for core volunteering functions.
Year 3
 Provide ongoing support and development opportunities for volunteers at a local level via BDO
network (repeated in year 4).
Ben Geyser receiving the Unsung Hero Award
Outputs:
 Increase the number of active
volunteers by 15%
 Enhance the quality, skills and
effectiveness of volunteers
Amateur Boxing Development Strategy
2009 - 2013
Clubs and club development
The ABAE will seek to:
 Increase the number of affiliated clubs that can cater for increased participation.
 Build the capacity and capabilities of affiliated clubs to meet industry standards and improve
satisfaction levels of members.
 Recognise excellence in clubs.
Led by the National Club and Coach Manager we will:
Year 1
 Produce 3 Club Information Guides on key areas of club development (repeated years 2-4).
 Support 10 clubs to achieve Clubmark.
 Support clubs to develop school-club links (repeated years 2-4).
 Communicate achievements and developments via quarterly newsletter (repeated years 2-4).
Year 2
 Support 13 clubs to achieve Clubmark.
 Develop a benefits package for Clubmark clubs.
Year 3
 Support 15 clubs to achieve Clubmark.
 Develop accreditation to recognise outstanding practice.
Year 4
 Support 10 clubs to achieve Clubmark.
 Implement enhanced accreditation programme.
Outputs:
•
•
50 Clubmark accredited clubs
850 affiliated clubs
Amateur Boxing Development Strategy
2009 - 2013
Identifying and developing the talent pool
The ABAE will seek to:
• Increase and improve the talent pool.
• Improve the quality of the boxers that filter through to a national (England) level.
Led by the National Coach we will:
Year 1
• Provide regional squads for all categories via the existing Regional Coaches.
• Provide recognition squads focusing on all squad categories.
• Provide England squads and camps to enable the preparation and selection of boxers for
competition (repeated in years 2-4).
• Provide appropriate competition opportunities, including international, to enable boxers to
represent England and gain experience (repeated in years 2-4).
• Review existing talent identification processes, squad systems, protocols and support services to
develop talent.
• Review the Regional Coach infrastructure.
• Work with BABA on the establishment / refinement of protocols at an England level.
• Define the existing talent pool and access to services.
• Support / facilitate the talent pool to access funding such as TASS Sportsaid (repeated years 2-4).
• Establish, implement and a talent tracker system for boxing (repeated years 2-4).
• Implement ABAE doping procedures, including workshops for coaches, officials and boxers.
• Influence and establish a Great Britain women’s programme.
Year 2
• Establish and implement new protocols and talent development programme including talent
identification systems.
• Provide training to identified coaches on the new England protocols and talent development
programme.
• Implement new Regional Coach infrastructure.
• Regional Coaches to provide regional squads and support national squads/camps/tournaments
(repeated in years 3 and 4).
• Support / facilitate the national talent pool to access localised and appropriate support services via
Regional Academies (repeated in years 3 and 4).
• Identify clubs to act as regional hubs offering high quality coaching and appropriate sparring –
particularly relevant for women boxers.
Year 3
• Regional and National Coaches to start the process of qualifying at UKCC Level 3.
Outputs:
 Sustain the national talent pool to be
consistent of 90 boxers
 Increase the talent pool through
regional squads to 400 boxers
 20% of the talent pool representing
England
Amateur Boxing Development Strategy
2009 - 2013
Developing facilities to grow and sustain the sport, enable individuals
to succeed and increase satisfaction
The ABAE will seek to:
• Understand and respond to the facility needs of clubs.
• Improve the standard of affiliated boxing club facilities.
• Support clubs with facility development.
Led by the National Facilities and CCDP Manager we will:
Milestone and Outcome:
 Produce and implement a national
facilities strategy
 Distribute £1.1m CCDP funding
Year 1
• Appoint a National Facilities and CCDP Manager.
• Audit club, facilities and strategy requirements for facility development.
• Review the impact in relation to membership and satisfaction in relation to CCDP grants pre 1st April
2009.
• Establish a National Facilities Strategy.
• Establish and communicate the process for CCDP application, implementation and monitoring that
matches the National Facilities Strategies priorities. This will include a balance of large and small
grant allocations.
• Promote other funding opportunities for facility development.
Year 2
• Activate, implement and monitor the CCDP funding process.
• Provide support and advice with the implementation of agreed CCDP programmes.
• Support targeted clubs with sourcing match funding if required for large scale capital projects.
Year 3
• Implement and monitor the CCDP funding process (repeated in years 3 and 4).
• Promote facility development success and ensure projects are linked to intervention projects.
Year 4
• Provide regional road shows providing training on facility development and related funding utilising
CCDP case study clubs.
The National Smelting Co ABC - gym facilities before and after CCDP funding...
The Amateur Boxing Association of England Ltd
The English Institute of Sport Sheffield
Coleridge Road
Sheffield
S9 5DA
Tel: 0114 223 5654
Fax: 0114 223 5657
Website: www.abae.org.uk