Priority 1: Take steps to address/minimise identified barriers to undertaking qualifications Objective
Action
Success measures
Protect existing coaching bursaries
Build a business case which demonstrates the need for and impact of coaching bursaries.
•
Establish a system to enable partners to work collaboratively and identify need.
•
Introduce a needsled and co-ordinated approach to funding allocation to maximise the impact of investment
•
• • •
Improve access to funding for coaches
Reduce the cost of Coach Education and CPD
Promote all local, regional and national funding pots
Secure external funding to subsidise education and training for coaches and managers
•
• • • •
Clear business case developed & promoted Existing bursaries continued/protected.
Key partners & deliverers identified Existing funding streams (sport and non-sport) identified Local partners brought together and approach agreed System implemented and funding allocated more effectively.
Timescale
Responsibility
Resources
Sport Hampshire & IOW, Local Authorities, Higher Education, Further Education, Schools, NGBs, Commercial Providers (CSSN) CDM/CSSN
• • • • • •
Funding opportunities promoted via online (e.g. websites) and off-line (e.g. newsletters) channels.
CSSN
Opportunities identified Applications submitted Funding secured and distributed Impact measured and
CSSN
• •
• • •
NGB scholarships, bursaries and grants SHIOW scholarship Future Jobs Fund Places, People, Play Sport England themed rounds Local partner funding
Coaching Hampshire & IOW (CHIOW) Partner websites, newsletters and promotional media
National Skills Academy/Skills Active Sport England Places, People, Play
promoted. Reduce the cost of Coach Education and CPD
Ensure delivery of coach education and CPD meets local demand
Promote alternative models of training delivery e.g. e-learning
• •
Provide NGBs with evidence of local demand to inform course planning
•
Improve communication between course providers
•
• •
•
Develop a skilled, active and qualified tutor, assessor, verifier and mentor workforce
•
Enable ‘learners’ to make an informed choice when selecting CPD
•
•
•
•
Different modes of delivery promoted Information on available types of CPD easily available and updated regularly.
CSSN
Data on coach training needs collected (See Priority X) Data shared with NGBs Courses delivered reflective of locally identified demand.
CSSN
•
Data shared with providers on identified need Delivery by providers better coordinated and duplication avoided/reduced.
CSSN
• • • • •
New ‘candidates’ identified, trained, deployed Existing pool of assessors/verifiers/ mentors deployed more flexibly e.g. across sports. Different modes of delivery promoted (e.g. e-learning) Information on available types of CPD easily available and updated regularly.
NGBs
• •
• • • • •
CSSN
• • •
National Skills Academy website All partner websites and promotional media CHIOW and other Social Media profiles Coaching Hampshire & IOW Online surveys Communities of Practice LA data collection FE/HE data collection Coaching Hampshire & IOW Online surveys Communities of Practice LA data collection FE/HE data collection NGB data collection
National Skills Academy website All partner websites and promotional media CHIOW and other Social Media profiles
Priority 2: Increase the number of skilled, qualified coaches actively deployed in local opportunities Objective
Action
Success measures
Facilitate the adoption of good practice with regard to coach development
Encourage organisations to embed coach development and succession planning within the ‘club’ development and budget planning process
• •
• Increase the number of newly qualified coaches deployed in local opportunities
Improve communication between deployers and coaches to create stronger links between ‘supply’ and ‘demand’
• • •
• • Ensure training for new coaches equips them with the appropriate skills for delivery in specific settings and with specific populations
•
Research undertaken to identify progressive practice Good practice promoted via online and offline methods (e.g. tools, templates, case studies) Club development forums and conferences supported Centralised resource in place Deployers know where to recruit for new coaches Newly qualified coaches know where to look for employment/deployment opportunities No. deployers registered on CHIOW increased No. coaches registered on CHIOW increased. New coaches have access to both horizontal and vertical training and development opportunities.
Timescale
Responsibility
Resources
CSSN
• • • • • •
CSSN
• •
CSSN
• • •
CHIOW All partner websites Bespoke training events NGB/SD Officers Sport Development Forums Communities of Practice (CoP) CHIOW All partner websites and other promotional media
CHIOW All partner websites and other promotional media Tutors, Assessors and Verifiers
Priority 3: Increase the number of active, skilled and experienced Coach Managers supporting local coaches Objective
Action
Success measures
Raise awareness of the value and impact of effective coach management
Promote the value and impact of coach management
•
• Develop the skills and knowledge of Coach Managers
Facilitate the identification of personnel to undertake coach management
Provide ‘needs-led’ training to upskill existing personnel who undertake coach managertype roles
•
Provide Coach Managers with access to the tools and resources required to manage coaches efficiently and effectively
•
Support partners and deliverers to identify and recruit personnel with the potential to become coach managers
•
•
•
• • •
•
Timescale
Responsibility
Resources
Case studies developed and promoted illustrating the impact of effective coach management Awareness amongst partners on the value of coach management increased. Coach Manager training delivered and accessed by a variety of managers TNA conducted.
CDM/CSSN
• •
CHIOW All partner websites and other promotional media
CDM/CSSN
• • • • •
Toolkits/resources developed and promoted via appropriate channels Toolkits/resources accessed and used by Coach Managers
CDM/CSSN
• • • • •
Role profiles and case studies developed and promoted to partners PRIDD(R) toolkit developed and promoted to partners Coach Managers identified across a variety of settings Process for ongoing identification/ recruitment of personnel included within club development plans Appropriate training and CPD accessed by new Coach Managers
CSSN
• •
sports coach UK PRIDD(R) toolkit NGBs National Skills Academy Tutors/Assessors and Verifiers sports coach UK PRIDD(R) toolkit NGBs National Skills Academy Tutors/Assessors and Verifiers sports coach UK PRIDD(R) toolkit
Priority 4: Increase the number of skilled, active and experienced Coach Mentors supporting local coaches Objective
Action
Success measures
Raise awareness of the value and benefits of effective Mentoring
Promote the value and impact of effective mentoring (informal and formal)
• • •
Develop the skills and knowledge of Coach Mentors
Provide ‘needs-led’ training to upskill existing personnel who undertake Coach Mentor roles
• • • • •
Provide Coach Mentors with access to the tools and resources required to mentor coaches efficiently and effectively
•
Facilitate the identification of personnel to undertake coach mentoring
Work with NGBs to identify and recruit personnel with the potential to become Coach Mentors
•
Increase the number of skilled, qualified mentors deployed to support local coaches
Improve communication between Coach Managers and Mentors to create stronger links between ‘supply’ and ‘demand’
•
• • • • • •
Case studies developed and promoted illustrating the impact of effective mentoring Awareness of the value of coach mentoring increased CoP established through local coaching groups and forums TNA conducted with Mentors Relevant training accessed by a variety of Mentors Scholarships and bursaries used to fund CPD for Mentors Skilled, qualified Coach Mentors deployed locally CoP used to provide networking/learning opportunities for Mentors Toolkits/resources developed and promoted via appropriate channels Toolkits/resources accessed and used by Mentors Role profiles/Case studies developed and promoted Coach Mentors identified across a variety of settings Appropriate training and CPD accessed by new Mentors Centralised resource in place Coach Managers know where to recruit mentors Mentors know where to look for opportunities No. registrations on CHIOW increased.
Timescale
Responsibility
Resources
CSSN/NGBs
• • • •
CSSN/NGBs
• • • •
CSSN/NGBs
CSSN/NGBs
• • • • • • • • •
CHIOW All partner websites and other promotional media NGBs sports coach UK CHIOW All partner websites and other promotional media NGBs sports coach UK
CHIOW All partner websites and other promotional media NGBs sports coach UK CHIOW All partner websites and other promotional media NGBs sports coach UK
Priority 5: Enhance the training and development opportunities available to the local workforce Objective
Action
•
Success measures
Expand available CPD opportunities to develop a workforce that can deliver effectively in a variety of settings and with a variety of populations
Extend the range of training opportunities available to support horizontal development by the local workforce (coaches, coach managers, mentors, etc)
•
Research undertaken to identify gaps in current provision Wider range of training and development opportunities delivered and accessed Annual ‘Coaching Education Week’ established ‘Fit for Purpose’ workforce Conference delivered and well-attended Positive feedback received
• •
Deliver an annual coaching conference
• • •
Responsibility
•
Resources
CSSN
• • • • • •
CHIOW Coach Managers NGBs/LAs NSA sports coach UK Private training providers
March 2010
Sport Hampshire & IOW
• •
CSP budget Delegate fees
Timescale
Responsibility
Resources
Timescale
Priority 6: Embed club and coach development planning Objective
Action
Success measures
Raise awareness of the value and benefits of effective club development and business planning
Provide evidence illustrating the impact of effective club development planning and business planning
• •
•
• Raise awareness of the value and benefits of effective coach development planning
Provide evidence illustrating the impact of effective coach development planning
• •
Variety of tools/methods used to promote good practice Understanding of the good practice principles of club development and financial planning increased Understanding of ‘business’ of sports development and running of sustainable programmes increased Clubs’ reliance on grant aid and public funding reduced. Variety of tools/methods used to promote good practice Clubs’ understanding of the good practice principles of coach development planning increased.
• • • • • • •
CDM/CSSN
• • • •
CHIOW Club Development Forums Training sessions NGBs/SD Officers Sport England sports coach UK Club Mark
CHIOW website and other social media tools NGBs sports coach UK NGBs/SD Officers
Increase the level and quality of development and business planning by local clubs and organisations
Support clubs to adopt progressive practice in relation to club development and business planning
•
• • •
CSSN/National Skills Academy
Appropriate training and advice provided to and accessed by clubs and organisations No. clubs with robust club development financial and business plans increased Coach/workforce plans included within all club development plans Coach Development Plans: - detail effective ‘succession planning’ mechanisms - highlight the need for ‘horizontal’ and ‘vertical’ development - reflect ‘settings’ (school, club, recreational) and ‘populations’ (beginners, intermediates, gifted, elite) i.e. Right Coach, Right Place, Right Time.
• • • • • • •
CHIOW website SHIOW website National Skills Academy Training sessions NGBs/SD Officers Sport England sports coach UK
Priority 7: Develop a robust data collection and management system to support all aspects of coaching development Objective
Action
Success measures
Advocate the importance of having access to a robust evidence base to inform coaching development work
Compile and use evidence to demonstrate the value of robust data collection on coaching supply and demand
• • •
Clear ‘business’ case developed & promoted Essential data fields identified and promoted Data collection valued by agencies involved in coaching development, by coach managers and by coaches.
Timescale
Responsibility
Resources
CDM CSSN
•
sports coach UK coaching plan
Ensure accurate and meaningful data is available to inform local coaching development work
Develop the use of data management systems to strengthen data collection
•
Data management systems utilised
CSSN
• • •
Facilitate the sharing of data collected and held by different agencies e.g. NGBs, CSPs, LAs
• • •
Carry out local data collection and analysis
• •
• • •
Different data sources identified Agreed mechanisms for data sharing in place Evidence base informing coaching development work and future planning strengthened Duplication of effort reduced. Survey and consultation work undertaken (e.g. online surveys, CoP focus groups, coaching conference etc) Benefits of registering with Coaching Hampshire and IOW advertised and promoted CHIOW registrations increased and records regularly maintained Data analysed and findings circulated.
• • •
• • •
Coaching Hampshire & IOW NGB data management systems LA data management systems Coaching Hampshire & IOW NGB data management systems LA data management systems
Online surveys Coaching groups/CoP CCVG meetings