Coaching System Support Network Presentation
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Provide the context, outline and purpose of the Coaching System Support Network and their impact of local, regional and national workforce development.
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Coaching System Support Network Presentation
- 1. Coaching System Support Network South East NGB Forum – 1 February
- 6. 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
- 7. NGBs
- 14. How Many do we have? R E C R U IT QUALIFY MANAGE DEVELOP RETAIN RE GULATE The Coaching System The Coaches Do we understand our players? What coaches do they need? Right Coach: Right Place: Right Time How Many do we need? EM P / D E P
- 18. Any Questions?
Editor's Notes
- Give you an overview of the bigger system and where this role and the work you are undertaking fits into the bigger system. And that is key to remember. You aren’t 49 individuals working in isolation, you are 49 Coaching Development Manages who have an essential role to play in the establishment of a cohesive and inclusive world leading coaching system
- 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. And therefore there was the need to develop and implement a generic coaching system support network, that will do exactly what it says on the tin. It will provide support networks for at a local level to help the governing bodies deliver their coaching systems.
- 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. And it’s essential that we take the time to consider how we successfully integrate the work around these four pillars so that we end up with an effective and sustainable coaching system that meets the needs of all levels of coaches from all of sports working across a variety of roles
- So there are a number of key questions that we need to ask ourselves and each other. Hopefully this presentation and the discussion it is meant to stimulate will give you the information you need to start to answer these questions
- So there are a number of key questions that we need to ask ourselves and each other. Hopefully this presentation and the discussion it is meant to stimulate will give you the information you need to start to answer these questions
- A nice and simple definition. A group of partners who will help you deliver more coaches of a better quality to the players in your sport who need them most! Job done! But in reality what does this mean? What are the key functions of a Coaching System Support Network, and what will be the tangible deliverables?
- 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 that’s where the Coaching Development Managers come in, who will be in place from now until 2012. Provide some more detail over the funding, the reason; where it fits into what the CSPs are currently doing; how the posts are employed and supported and why!
- 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 Establish an engagement process with the NGBs that allows us to do two things: Educate the NGBs around the concept of and principles behind the CSSN Ensure the NGBs understand, from their perspective, what the system needs to look like and what it needs to provide and achieve Education process Vs System development
- And then the final three questions can be answered together because all of them will depend upon the successful engagement with the governing bodies. Because, as we have said previously the CSSN is being developed to meet the needs of the governing bodies
- If we go back to the original priorities for the CDMs one of those was the detailed Gap Analysis. If we have a clear understanding of what the current coaching system support networks look like at a local level, we can then use the priority information from the NGBs and develop 49 local coaching strategies that will develop a generic support network in response to NGB needs
- At this point it would be useful to get the audience to think about what we want from a successful CSSN.
- Self explanatory. Add in any others that have come up through discussion. Maybe get the audience to start to map these benefits against different areas of their coaching strategy