Coaching System Support Network Presentation 1338


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Presentation on the work of Coaching System Support Networks and the engagement process with NGBs at a local level.

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  • This presentation aims to give you an overview of the wider coaching system and how we aim to develop local coaching system support networks to support the work of the NGBs. The presentation will also give you more detail about the 49 Coaching Development Managers and the key role they will play in the establishment of a cohesive and inclusive world leading coaching system through the development of local coaching networks
  • So, how did your roles, and this project come about? There is no doubt that governing bodies are the lead agencies in our sporting system, and that is no different in relation to coaching. We are trying to develop a coaching system that meets the needs of all coaches, but is governing body led. However, the 46 governing bodies we are looking to support vary greatly in their capacity and their capability to develop and implement such a system, especially when trying to effect and support the coaches at a very local level. As a result Sport England decided to ‘top slice’ the governing body funding to provide a substantial amount of funding that focussed on developing a generic, flexible coaching system at a local level. And the means to do that is through the employment of 49 coaching specialists within the counties who have the passion and the vision to strategically develop these systems. NO PRESSURE THEN!!
  • It was this key recognition by government and the funding partners that coaching is one of the key drivers for increasing participation and sustained sporting success that led to the development of the UK Coaching Framework
  • The UK Coaching Framework is the reference point for the Coaching Industry. It gives everyone involved within coaching a clear framework within which to work, and a common language. If all partners use the framework as their reference point we should be able to develop a world leading coaching system that is owned and understood by all those involved.
  • One of the real benefits of the framework and all key partners working towards the framework is the ability to ensure all resources planned and allocated for coaching are not being duplicated or wasted, but are being focussed towards the development of a coaching system across the UK It is essential that sports play the lead role in the development of coaching systems, but there is a need to consider the generic support they need at a local level to offer the right support to their coaches on the ground
  • The UK Coaching Framework recognises that all successful systems are underpinned by identified resources and within coaching there have been four key resource pillars identified. If the system is successful the coaching industry needs to recognise the importance of ensuring that there is a clear focus on the ongoing development and support of these pillars
  • The above diagram serves to depict the importance of coaching as the ‘golden thread’ that is common across all sporting environments, and the development of an effective coaching system support network is essential if we are to support the governing bodies of sport in the effective implementation of their sport specific coaching systems.
  • To reinforce that this work is not being done in isolation, and to re emphasize the role of coaching in achieving our overall sporting objectives there are very clear links between the UK Coaching Framework Specific Action Areas and the defined Sport England outcomes. All the work being done with the NGBs and the local CSSN must be able to be linked back to the outcomes of GROW, SUSTAIN and EXCEL
  • So then if we take that into the context of England Delivery we need to understand what or Delivery Systems will look like across 9 Regions and 49 County Sports Partnerships
  • Just outline the vision; but stress the point that it is up to each of the individual NGBs and partner organisations how they use and interpret the 5 strategic action areas in order to collectively achieve the vision
  • Just reiterating what the framework aims to do. Participant focussed, coach focussed linking back to our overall sporting objectives. Raising the notion of coaching being ‘professionalised’ and therefore regulated to raise the quality
  • This is to emphasise that we are not looking for quick fixes but taking the time build a system that will effect and sustain long term change! Obviously there is overlap between the last two phases, but this just recognises that some partners will be working at a more advanced rate than others
  • NB. This is where we can start to distinguish between the different audiences. For me the emphasis of the work during the Building the Foundations stage has been very much about the work with NGBs and it is only at the end of this point that we have then been ready to initiate and put in practice the wider discussions around a Coaching System Support Network. Quite clearly this background needs to be shared prior to the discussions around the engagement with sports and how we will work with them to build the wider system. 2006 – 2008 has seen sports coach UK as an organisation work closely with a number of sports, working through the detail of the UK Coaching Framework and supporting them to interpret it to meet the needs of the coaches within their own sports. This discussion latterly led into the generic support they felt that themselves and their coaches would need at the most local level. Thus the notion of the CSSN was shaped.
  • These are the steps that have been taken by the sports coach UK Coaching Systems Managers whilst working with the sports. The final point is really about the consistent development of a CSSN at a local level that is set up to deliver nationally consistent outcomes based on local need
  • This should now link to the presentation for the NGBs discussing the details for engagement. Overview of the slide though shows how everything can be linked back to the Participant, the development of coaches to meet their needs and a system that will make those coaches available when they are needed and will also develop them to the highest quality for the environments they are working within. One key point: When we talk about recruit within the components of the system we mean recruiting the coach into the sport in the first place.
  • We are now clearly in the Delivering the Goals phase of the UK Coaching Framework and a major part of the work that now needs to be done is the development and implementation of a complementary Coaching System that is flexible enough to meet the needs of the 46 NGBs that are being supported
  • So what do we mean by a Coaching System Support Network? The above is a concise definition of what it is we mean when we talk about the CSSN. The hard part wasn’t defining this, the hard part is looking at how we develop and implement such a network, that is flexible enough to meet the needs of the 46 NGBs, and is fully supported and owned by all local regioanl and national partners
  • So, the previous slide talks about a grouping of agencies and it is essential to identify who those agencies are, so that we can begin to define roles and responsibilities within the development and implementation of he Network
  • NGBs and SSPs need to be in a position to feed in their specific needs to the CSP in terms of their coaching workforce requirements NSA are then the delivery arm to which we can begin to meet the needs of the wider coaching system support network NSA will need to fully engage (with the support of the CDM) with HE and FE and other training providers. This communication needs to be a two way process which benefits the CSSN and delivers against need.
  • And there are a number of key questions that need to be asked in relation to those agencies: Answer to question 1: At a national level we have asked each of the major agencies involved to tell us what they think their role is at a National and Regional level in relation to the development and implementation of the CSSN. Answer to Q2: We need to work with these agencies to check and challenge and adjust roles as we move forward with the development of the CSSN. Answer to Q3: We have a separate presentation which deals with the generic benefits of a CSSN, and we are currently looking at what the particular benefits are to specific agencies so that these can be clearly articulated
  • The initial scoping work that took place at a national and UK level agreed that there needed to be a common set of principles that the CSSN was based on that everyone could adhere to. Those are the principles shown here, and they go a long way to ensuring a level of consistency across the 49 County Sports Partnerships . The principles are straightforward and deal with the notion of planning based against identified need, delivery effectively resourced to meet identified need and reviewing processes following delivery.
  • Enhance the detail on this slide. Add as much information as you think the audience will want.
  • Although the role sounds straight forward it is important to remember that this is about building a system and that it needs to be done in managed steps. The hard work will be ensuring that partners remain patient through this period of development
  • In order to support this ‘building’ process we have identified 4 clear priorities that need to be carried out prior to March 2010, in order for all partners to understand what is trying to be achieved, and to ensure the creation of a clear strategy for April 2010
  • At this point it would be useful to get the audience to think about what we want from a successful CSSN.
  • Are these the only success factors or are there more.. What else is it that we are looking to achieve through the development of these local coaching systems. It is important here to mention the presentation available to them regarding the benefits of a CSSN.
  • This is not about throwing the baby out with the bath water, it is about using the current frontline coaching programmes that are in place and looking at what has been successful in their delivery, linked back to the previous slide! And then taking those elements of success and looking at how they can be applied across the entire CSSN
  • These, and probably many more are essential components of any local coaching system. And it would be useful to look at where there are currently models of good practice within the current frontline coaching programmes
  • So what we need to have in place to support the programmes that will achieve what we want from a successful local coaching system
  • However, we must remember. We have presentation that will take you through the engagement process for sports.
  • Coaching System Support Network Presentation 1338

    1. 1. Developing a Coaching System Support Network CJ Lee Coaching Development Manager Sport Hampshire & IOW
    2. 2. Developing a World Class Coaching System <ul><li>Governing Body Centric </li></ul><ul><li>Variance in capacity and capability </li></ul><ul><li>Need for local generic coaching systems </li></ul>
    3. 3. The UK Coaching Framework Sports coaching is central to developing, sustaining and increasing participation in sport. It drives better performances and increased success as well as supporting key social and economic objectives throughout the UK
    4. 4. A Framework for Action The UK Coaching Framework provides the reference point for developing a system to take coaching in the UK towards being a world-leading system by 2016
    5. 5. Delivering the System! <ul><li>The UK Coaching Framework will ensure both development and delivery of the coaching system is relevant across the UK, taking into account policies, strategies and priorities of Home Country Sports Councils </li></ul><ul><li>Governing bodies of sport will play the lead role in sport-specific delivery </li></ul><ul><li>Coaching Development Managers will lead the development of complementary coaching systems at a local level, flexible enough to support the needs of 46 governing bodies of sport </li></ul>
    6. 6. Key Resource Pillars <ul><li>Four key pillars have been identified to underpin the building of the coaching system: </li></ul><ul><li>Capacity for the deployment and employment of coaches </li></ul><ul><li>Capacity of governing bodies of sport and other relevant organisations to design, deliver and quality-assure inclusive coaching and coach education systems on a local, regional, national and UK-wide basis </li></ul><ul><li>Education and Continuous Professional Development of coaches </li></ul><ul><li>Capacity and alignment of funding, policy and other complementary support agencies </li></ul>
    7. 7. Figure 1: Coaching Within the Sporting Landscape School Sport High Performance Sport Community Sport Coaching Up to 46 Governing Bodies of sport Working at a National, regional and local level
    8. 8. UK Coaching Framework links with Sport England’s Outcomes of GROW, SUSTAIN and EXCEL UK Coaching Framework 1. Coaching System 2. Front-Line Coaching 3. Support for Coaches 4 . Professionally Regulated Vocation 5 . Research and Development A C T I V E S K I L L E D A N D Q U A L I F I E D C O A C H E S Increased Participation ( 1m by 2012 ) Participation Satisfaction & Reducing Drop-off at age16-18 in 5 sports Talent Pathways in 25 sports SUSTAIN EXCEL Governing body plans and delivery (x 31-46) Coaching System Support Network GROW
    9. 9. England Coaching Delivery System Participant Coach Clubs Schools Community/LAs CSPs and SSPs CSPs and SSPs CSPs and SSPs CSPs and SSPs Coaching System Support Network National CSSN Steering Group 46 Governing Bodies of Sport Regional Coaching Groups Extended Coaching Support Network
    10. 10. The UK Coaching Framework <ul><li>Vision </li></ul><ul><li>Create a cohesive, ethical, inclusive and valued coaching system, where skilled coaches support children, players and athletes at all stages of their development in sport </li></ul><ul><li>Strategic Action Areas </li></ul><ul><li>The UK Coaching System </li></ul><ul><li>Frontline Coaching </li></ul><ul><li>Support for Coaches </li></ul><ul><li>A professionally regulated vocation </li></ul><ul><li>Research and development </li></ul>
    11. 11. The UK Coaching Framework - Results <ul><li>Enhance the quality of coaching at all stages </li></ul><ul><li>Provide active, skilled and qualified coaches to meet demand </li></ul><ul><li>This will lead to: </li></ul><ul><li>Sustained and increased participation in sport </li></ul><ul><li>Improved performance </li></ul><ul><li>Underpinned by coaching as a professionally regulated vocation </li></ul>
    12. 12. Building the system through 3 Phases <ul><li>Building the Foundations (2006-2008) </li></ul><ul><li>Delivering the Goals (2006-2012) </li></ul><ul><li>Transforming the system (2006-2016) </li></ul>
    13. 13. Building the Foundations (2006-2008)
    14. 14. The UK Coaching Framework – Sport Specific! <ul><li>Developing sport specific coaching systems </li></ul><ul><li>Articulating the sport specific coaching models </li></ul><ul><ul><li>Defining the system </li></ul></ul><ul><ul><li>Developing the underpinning principles </li></ul></ul><ul><ul><li>Detailing the key components </li></ul></ul><ul><ul><li>Devising the strategy for Home Country implementation </li></ul></ul><ul><ul><li>Initiating discussion in order to understand the required delivery system that needs to be in place at a local level to deliver the need of the coaches within the sports </li></ul></ul>
    15. 15. Sport Specific Coaching Systems Participant Development Models Coach Development Models GROW SUSTAIN EXCEL Types of Coaches Required Coaching Workforce Development Planning (England) Numbers and Location of Coaches Qualify Employ/Deploy Manage Develop Retain Regulate Research and Development Continuous Improvement Coaching System Components Recruit
    16. 16. Delivering the Goals 2006-2012
    17. 17. Developing Complementary Coaching Systems What is a Coaching System Support Network? Coaching System Support Networks are defined as a grouping of agencies within each of the Home Countries that are formally committed to supporting Governing Bodies in the development of world leading coaching systems, using the UK Coaching Framework as a key point of reference
    18. 18. A Grouping of Agencies… <ul><li>Who are these agencies? </li></ul><ul><li>Nationally – Sport England; SkillsActive; NSA; YST; UKCCE (HE/FE); sports coach UK </li></ul><ul><li>Regionally – SkillsActive; NSA; YST; HE; FE; sports coach UK </li></ul><ul><li>Sub Regionally – PDMs; SSPs; CSPs; LAs; LDAs; Clubs; FESCOs; HE; Private Coaching Providers; Coaching Agencies </li></ul>
    19. 19. HE/FE PCP NGB SSP YST CSP sports coach UK LA PCP PCP CSP CSP LA LA NGB NGB SSP SSP Coaching System Support Network
    20. 20. A Grouping of Agencies… What are the roles and responsibilities of these agencies in the development and implementation of a Coaching System Support Network? What are the ongoing roles and responsibilities of these agencies within an effective Coaching System Support Network? What are the benefits for these agencies to be involved in with an effective Coaching System Support Network?
    21. 21. Four Key Principles <ul><li>All work on the 4 Key pillars should be needs lead </li></ul><ul><li>Need is jointly agreed, with sport specific participant and coach development models providing a core reference point </li></ul><ul><li>Resources and programmes are aligned to meet the identified need for the period 2009-2013 (Delivering the Goals) </li></ul><ul><li>Common monitoring, Key Performance Indicators and compliance processes are agreed </li></ul>
    22. 22. Who will make this work? <ul><li>Sport England funding 49 new posts to support the work of the NGBs in relation to coaching </li></ul><ul><li>Part of an extended offer for coaching </li></ul><ul><li>Based and employed within the CSPs to ensure ownership of the system at a local level </li></ul>
    23. 23. <ul><li>Manage the development of a local Coaching System Support Network in response to the requirements of </li></ul><ul><li>local, regional and national partners </li></ul>The role of the Coaching Development Manager
    24. 24. Initial Priorities for the Coaching Development Manager <ul><li>An initial 'gap analysis' of coaching across the local area. </li></ul><ul><li>Where are the strengths and weaknesses of the local coaching </li></ul><ul><li>infrastructure in relation to the 12 Specific Actions of the </li></ul><ul><li>UK Coaching Framework? Therefore, where are the initial </li></ul><ul><li>development priorities? </li></ul><ul><li>2. Education of the key partners in relation to the CSSN and what it will achieve. This is essential for ensuring buy in and ownership of the system across all key partners. This could then initiate the formation of local coaching groups. </li></ul><ul><li>3. Establishment of an effective mechanism that truly allows the identification of coaching need across the local area, that can be linked up to identified National need from governing bodies. </li></ul><ul><li>4. A collation of all available funding for coaches and coaching across the local area, with an understanding of the criteria involved in each 'pot'. This can then be linked to the information on Regional and National funding pots. </li></ul>
    25. 25. What will success look like? <ul><li>What does a successful Coaching System Support Network look like? </li></ul><ul><li>How do we measure it’s success? </li></ul>
    26. 26. Measuring Success <ul><li>A clearly defined mechanism in place that is timed to allow the identification of need at a local level and tie that into regional and national need (A sound workforce planning process) </li></ul><ul><li>The provision of a high quality and appropriately qualified coaching workforce, available to work with the identified participants </li></ul><ul><li>A mechanism in place that allows for all the resources within coaching at a local level to be allocated to the appropriate coaches </li></ul><ul><li>Up to date information on the local coaching workforce available to all key partners </li></ul>
    27. 27. Frontline Coaching Programmes SSCP RIC Sport Unlimited Step into Sport Future Jobs Fund Minimum Standards for Deployment Identification of need Access to Qualifications Recruitment Needs led blended learning opportunities Retention Sustainable Funding Employment Mechanisms PDM CDM Support for Coaches Profile and Recognition UK Coaching Framework Vision Strategy Frontline Coaching
    28. 28. <ul><li>Minimum Standards for Deployment </li></ul><ul><li>Access to Qualifications </li></ul><ul><li>Need identification (Workforce Planning) </li></ul><ul><li>Identifying coaches </li></ul><ul><li>Recruitment /Retention </li></ul><ul><li>Sustainable funding </li></ul><ul><li>Provision of needs led CPD </li></ul><ul><li>Employment Mechanisms </li></ul>Frontline Coaching -System Essentials
    29. 29. Using Frontline Coaching Programmes to Build the System <ul><li>Provision of appropriately skilled and available workforce </li></ul><ul><li>Increase Profile and Recognition of Coaching </li></ul><ul><li>Shift from programme focussed to outcome focussed </li></ul><ul><li>Rationalisation and alignment of funding pots </li></ul><ul><li>Joined up timelines </li></ul><ul><li>Whole system engagement </li></ul>
    30. 30. NGB Engagement <ul><li>The Coaching System Support Network must be set up to meet the needs of the National Governing Bodies </li></ul><ul><li>There needs to be a process in place that allows National Governing Bodies to identify and articulate what they need from the system at a local level </li></ul><ul><li>The system must be flexible to meet the needs of 46 sports </li></ul>
    31. 31. Any Questions?