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Hampshire & IOW Coaching Strategy 2010-2012 Established

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Contents Forward

2

Glossary of Terms

4

Introduction

5

Strategic Context

5

Vision

7

Mission

7

Guiding Principles

7

Risks

7

Headline Objectives

8

Key Deliverables

8

Our Approach

9

Initial Gap Analysis

9

Initial priorities

10

Measuring Success

13

Appendix 1

14

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A Framework for establishing a local Coaching System Support Network across Hampshire and the Isle of Wight April 2010 - March 2012 Forward

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 thought the UK. At all levels of society, coaches guide improvement in technical, tactical, physical, mental and lifestyle skills, contributing to personal and social development. The London 2012 Olympic and Paralympic Games and the Glasgow 2014 Commonwealth Games present exciting challenges for sport in the UK. Coaching will play a pivotal role in the UK and home-country performances in order to be world-leading and, further to that, if we are to create a lasting UK-wide legacy for sport and coaching. To underpin this, Governing Bodies, UK Sport, the Home Country Sports Councils, sports coach UK and other partners have developed the UK Coaching Framework: a 3-7-11 year action plan. The Framework has set the vision of ‘creating an ethical, inclusive, cohesive and valued coaching system, where children, players and athletes are supported by skilled coaches at all stages of their development and is number one in the world by 2016’. The UK Coaching Framework has been developed within a sporting landscape that is undergoing considerable change. The Home Country Sports Councils and UK Sport have placed increased emphasis on participant outcomes within their statements of strategy, including increased levels of participation with continued involvement into adulthood and high levels of satisfaction together with the development of talent and the achievement of high performance. The role of Governing Bodies in leading the development of their sport has been strongly affirmed as part of this change process. Within coaching, the lead role of Governing Bodies has been established,

while recognising the need for complementary networks and quality assurance measures. Coaching therefore represents a ‘golden thread’ that runs through the programmes of investment and policy partners and is central to the successful delivery of the plans of Governing Bodies. Hampshire and the Isle of Wight has a strong tradition of sports participation from school sport, through to local clubs and up to elite level. This is underpinned by a workforce of voluntary and paid coaches who support participants of all ages and at a variety of levels. Sport Hampshire & IOW actively supports this workforce, working closely with coaches, clubs, schools, colleges, universities, local authorities and Governing Bodies with the aim of creating an active, highly-skilled and qualified local workforce. Hampshire & IOW has recently published its refreshed Partnership Strategy for 2010-13. This is underpinned by the Partnership’s values of Integrity, Partnership Working, High Quality & Sustainable Provision, Widening Access, Commitment to Continuous Improvement, Fun & Enjoyment, Participant Centred and Transparency, which also provide the cornerstone for this Coaching Strategy. The Sport Hampshire & IOW Strategy was developed in consultation with partners and stakeholders and one of four strategic aims identified was ‘To support activity at all levels through the development of a quality workforce; coaches, instructors, leaders, volunteers, officials and administrators’. This reflects the strength of commitment to coaching development and reinforces that getting the right coach in the right place at the right time is central to achieving the Partnership’s shared vision of ‘inspiring more people to be more active more often’. 3 3


Key objectives outlined against this strategic aim provide a clear framework for the county’s Coaching Strategy. These include: • •

Strengthening baseline data to provide a profile of the workforce delivering sport and physical activity. Developing a multi-agency approach to guide the strategic development of a workforce that meets the needs of the community. Increasing the number of qualified, competent and active people to meet the demands of local participation, competition and performance pathways. Working in partnership with the lead agencies to improve standards, share good practice and promote professional development.

Sport Hampshire & IOW is the lead agency in the development of a local Coaching System Support Network (CSSN). The group, made up of a variety of local partners including education, local authorities, private coaching providers and governing bodies, has been tasked with creating a coaching strategy and action plan for the benefit of Hampshire and Isle of Wight’s participants and coaches. As outlined earlier in this foreword, against a backdrop of austerity and cost saving measures affecting every sector, sport included, the hosting of major global events will generate unprecedented excitement and opportunity and, it is predicted, an increase in participation and engagement. Partnership working is at the heart of Sport Hampshire & IOW’s constitution and Strategy, and now, more than ever, a genuine partnership approach will be critical if we are to effectively and efficiently address the challenges we face and capitalise on the opportunities that emerge for sport and coaching. 4 4


Glossary of Terms

Glossary of Terms The definitions below have been established by sports coach UK in consultation with governing bodies, home countries sports councils and other key partners. UK Coaching Framework The blueprint for coaching in the UK that will act as a key reference point in the development of a world leading coaching system that is applicable within sports and Home Countries. The Framework includes the agreed vision, principles and outcomes, as a blueprint for stakeholders, to deliver fundamental changes in the UK Coaching System towards creating a world-leading coaching system. UK Coaching System The generic infrastructure and networks of coaching in the UK that support and deliver the aim of having skilled, active and qualified coaches at all stages of participant development in sport. UK Coaching Model A high level representation of the world leading UK Coaching System in terms of: • • •

Participant Development Model A clear, comprehensive and inclusive model for the development of sports’ participants across the UK. Coach Development Model A clear, comprehensive and inclusive model for the development of sports’ coaches across the UK. Coaching Strategies An explanation of how the UK Coaching System will be applied adapted and delivered within sports and Home Countries. Coaching System Support Networks 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. PRIDD – Plan, Recruit, Induct, Develop, Deploy PRIDD is a generic planning and management tool used by coach managers to ensure they are employing the right tools and practices to recruit, develop and retain an active, skilled and qualified coaching workforce.

key components how these are developed sequentially their inter-relationships

to ensure that the System works in a coherent and effective manner.

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Introduction

This strategy aims to coordinate the priorities identified through the National Governing Bodies of Sport, provide a picture of the current coaching landscape within Hampshire & the Isle of Wight, and identify priorities for delivery by several partners over the period April 2010 – March 2012. It is recognised that there are currently pockets of good practice being delivered locally. The challenge is for those responsible for leading the development of coaching to grow those pockets of good practice into a co-ordinated network that provides effective support for local coaches of all types and levels, and from all sports. The Sport Hampshire & IOW’s Club, Coach and Volunteer Development Group is collectively responsible for the successful development of coaching at a local level. Working in partnership with key local agencies, directed by national and regional policy, the group will lead, support and develop its coaching infrastructure. The Club, Coach and Volunteer Development Group will use this strategy document to promote coaching to ensure an effective allocation of available resources to support the development of Hampshire & the Isle of Wight’s Coaching System Support Network. This document will provide the high level objectives and priorities required to develop and implement a successful Coaching System Support Network, whilst the delivery mechanisms and resource implications will be clearly detailed in a local coaching action plan, which will be produced on an annual basis for the duration of the time period covered by this strategy.

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Strategic Context

The UK Coaching Framework provides the blueprint for developing the system that will take coaching in the UK forward towards the goal of being the best in the world by 2016. The Framework will ensure that both the development and delivery of the coaching system is relevant across the whole of the UK, taking into account the policies, strategies and priorities of the devolved administrations and the Home Country Sports Councils. The UK Coaching Framework will be implemented in three main phases. Following the completion of the ‘Building the Foundations’ phase the next stages are: o o

Delivering the Goals (2006-2012 - 7 years) Transforming the System (2006- 2016 -11 years)

Four key resource ‘pillars’ have been identified to underpin the UK Coaching System: 1

Capacity for the deployment and employment of coaches

2

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

3

Education and CPD of coaches

4

Capacity and alignment of the funding, policy and support agencies

As the focus shifts towards front-line coaching and support for, it is proposed that work at UK level, within Governing Bodies and within the emerging Coaching System Support Networks will seek to maximise the four identified resource pillars.

An integral part of the success of the UK Coaching Framework is the Sport Hampshire & IOW development of Strategy 2010–2013 complementary support networks at a local level. The development of these local Coaching System Support Networks must be managed in response to the requirements of local, regional and national partners. The local Coaching System Support Network must be driven by the needs of the National Governing Bodies and must be flexible enough to support the implementation of sport specific coaching systems at a local level to achieve the overall vision of the UK Coaching Framework. That vision being, to enhance the quality of coaching at all stages, and to provide active, skilled and qualified coaches to meet demand. This is the strategic context within which Hampshire and the Isle of Wight must effectively develop and implement an effective and sustainable Coaching System Support Network. At a local level the Coaching Development Manager has been employed to manage the development of the local coaching system support network within Hampshire and the Isle of Wight and it is the role of the Coaching Development Manager to understand the relationship between the identified components of the coaching system, as detailed in the UK Coaching Framework, and to ensure that the implementation of these components is contextualised into the local sporting landscape. There is a need to engage strongly with all key partners involved in coaching at a local level to ensure their ownership of the local coaching system support network. 7 7


It is through this engagement and partnership working that the following strategy has been developed and formally agreed, and through which successful delivery will occur.

Risks

Vision – What we would like to see

Needs at a local, regional and national level are not collectively understood and therefore not met, coaches are deployed incoherently and inconsistently

Inconsistent and varied expectations and systems are placed on coaches which vary at local to UK levels

Lead, develop and support the creation of a local Coaching System Support Network that is complementary to the work of National Governing Bodies, consistent with the policies and structures in England and that meets the needs of local partners, coaches and participants.

Training, Continuous Professional Development and support mechanisms are developed in an ad hoc, inconsistent way

Lack of connectivity, ineffective and inefficient use of resources

Guiding Principles

Headline Objectives

Create a cohesive, ethical, inclusive and valued coaching system at a local, where more appropriately skilled coaches are available to support children, players and athletes at all stages of their development in sport.

Mission – Why we exist

The successful creation of effective Coaching System Support Networks will depend upon effective multi agency working. It is proposed that this multi-agency work be guided by the following principles: •

All work on the four Key resource pillars should be needs led

Need should be jointly agreed, with sport specific participant and coach development models providing a core reference point

Resources and programmes should be aligned to meet the identified need for the period 2009-2013 (Delivering the Goals)

Common monitoring, Key Performance Indicators and compliance processes should be agreed. The ongoing engagement of key complementary partners at a national, regional and local level should continue as a key focus in the early part of the Delivering the Goals phase of the Framework, based on the principles outlined above, and taking into account the risks outlined below. •

A number of risks have been identified that may inhibit a strong focus on the resource pillars:

To achieve our vision for coaching we have the following Headline Objectives: •

Support identified National Governing Bodies to implement sport specific coaching systems that allow them to deliver the quality and quantity of coaches required to meet their national objectives

Educate all key partners around the UK Coaching Framework to ensure a consistency in the understanding of what is meant by effective coaching systems and what they aim to deliver

Adhere to and embed national standards for coaching delivery

Establish effective governance and management systems that allow for the effective deployment of available coaching resources

Provide a local support network that is flexible enough to meet the needs of any level of coach, within any role working at a local level

Provide a local coaching system support network that enables any coach to reach their full potential 8 8


Key Deliverables

Key Deliverables

In order to achieve our vision for coaching there are a number of key deliverables that must happen: •

Mapping of agencies that have a support role to play in coaching

Identification of objectives and roles of partners within the Coaching System Support Network

Application of the UK Coaching Framework to the coaching needs of National Governing Bodies and partners within the local Coaching System Support Networks

Data Management System

Core communications on coaching

Coach employment / deployment and support systems

Alignment of the programmes of the local Coaching System Support Network with the work of the National Governing Bodies

Maximising the links between the school and community sectors in coaching

Leverage of investment and other forms of support for coaches and coaching

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Coaching Scorecard

In order to produce a strategy that will allow us to develop an effective coaching system support network we needed to first understand exactly what is currently in place in the local area in relation to the key components of the system as outlined in the UK Coaching Framework. In order to understand the strengths and weaknesses of the current coaching system support network, a detailed gap analysis was carried out based against the 12 specific actions of the UK Coaching Framework.

Initial gap analysis

The outcome of this gap analysis can be seen in Figure 1 below, Coaching Scorecard Report, with further information detailed in Appendix 1 – Summary of Maturity Matrix and Appendix 2 Report Detailing Findings from Local Gap Analysis. This report examined the existence and effectiveness of existing coaching

components utilized by partners and their ability to RECRUIT, DEVELOP and RETAIN an active and appropriate coaching workforce. The findings of this analysis combined with initial engagement of regional and national governing bodies, provide the basis for priorities identified within this strategy.

12 Strategic Actions from UK Coaching Framework 1

Coaching Model

2

Participant Pathways

3

Coach Pathways

4

Coaching Strategies

5

Active, skilled and qualified coaches

6

Coaching in Education

7

Coaching Support and System Delivery

8

Targeted development of coaches

9

Coaching qualifications and CPD

10

Licensing and registration

11

Profiling and recognition of coaching

12

Research and development

10 10


Coaching Scorecard cont...

Scorecard at  October  2009

Projected Scorecard  at  March  2011

Emerging

Embedded

Established

Excellence

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Initial Priorities

The vision, resource and capacity of local agencies and National Governing Bodies varies greatly. Nowhere is this more evident than in the respective approaches to coach development by a variety of partners in the network. Nevertheless, whilst capacity and priorities do vary, there are some common threads that allow local CSSNs to support workforce plans and devise solutions to reoccurring challenges. Within Hampshire and the Isle of Wight the consultation process involving all key partners and the CSSN identified the following key themes and priorities: 1. Establish better communication between network partners and the local workforce to maximise the link between supply and demand and to optimise coach deployment. 2. Develop a clear and accurate picture of the size, quality and competency of the active coaching pool in order to: 1. assess how well the local workforce supply is equipped to meet the demand of children, athletes and players at all stages of their development. 2. monitor and promote the social impact of coaching on health, community cohesion, behaviour, crime prevention, education and economy etc, at a local level 3. Improve the vertical development of coaches i.e. moving from Level 1 to 2, Level 2 to 3 etc., by increasing the number of active, skilled and qualified tutors, assessors and verifiers at a local level. 4. Improve the horizontal development of coaches through formal, semi-formal and informal Continuing Professional Development (CPD) by:

1. increasing the number of skilled and active coach managers and mentors at a local level 2. expanding the range of CPD opportunities that support the deployment of ‘right coach, right place, right time’ 3. improving access to CPD opportunities. 5. Identify and coordinate both new and existing funding streams to support the development of high-quality, attractive and sustainable coaching opportunities i.e. more paid coaching opportunities. 6. Promote the benefits and impact of effective club, coach and business development planning across partners in the network. These by no represents a definitive list of issues and the CSSN will be required to deal with sport-specific challenges as needs prevail. For example, many NGBs expressed concern in getting Level 1 coaches onto the coaching pathway and providing funding to support their development. The CSSN may well play a role in assisting clubs, coaches and governing bodies on an ad hoc basis, however, the scale of this work may fall outside the remit and scope of the CSSN’s immediate strategic priorities. Given the size of the work involved in supporting the 46 Sport England priority sports, scUK have identified a number who have demonstrated their commitment to the UK Coaching Framework. Each sport’s readiness to engage with the CSSN in the ‘first wave’ will be determined jointly at a national and local level.

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In order to progress this work the Hampshire and Isle of Wight CSSN has produced a local action plan that outlines specific actions, roles of key partners, success measures, required resources and timescales. The action plan, designed as a framework for all network partners, will be refreshed annually to ensure it is a practical, evolving document which ensures we are constantly responding to local needs and national developments.

The UK Coaching Model Develop a coaching model to provide clear direction and a strategic framework for coaching policy and practice in the UK.

Coaching System Support Network (CSSN) Role To provide a system that delivers a sustained increase in the number of appropriately qualified and skilled coaches in order to meet the needs of identified participants at all stages of the player pathways of 46 sports. Notes The CSSN brings together key partners involved in coaching at a sub-regional, local level to: •

develop a local support network for coaching systems

add value to governing body of sport systems to benefit local coaches

identify and fill gaps that governing body of sport resources do not cover

• •

generate and allocate the resources required set up any supporting governance and development groups

educate people and partners about the role of the CSSN

manage change in the seven common components:

Emerging

Established

Embedded

COACHING FRAMEWORK

Excellence

Your work on establishing the role of coaching in your sub-region with partners and governing bodies of sport is only partially complete.

You have mapped the gaps in the local coaching system and have a strategy aligned to the seven common components.

Your CSSN:

Your CSSN:

Your CSSN actively manages the complexities of improving the links between local service providers to governing bodies of sport and the wider sporting landscape.

understands how the coaching network links to your priority sports’ delivery chain

Your CSSN is:

You have a fully functioning coaching system whereby partners understand and fulfil their roles in complementing sports. This is underpinned by local agreements and managed continuous improvement.

connecting sports’ national needs to sports’ local needs

Your CSSN:

has established a coaching lead representing each partner

able to visualise and analyse your ideal coaching system network

has educated all partners to understand coaching systems, the seven common components and the role of the CSSN

managing changes in delivery of the seven common components

influencing partners’ coaching investment decisions

has memoradum of understanding with key partners.

is based on traditional stakeholders (eg local authority leisure services, schools and sports clubs) has engaged with priority governing bodies of sport and established communication links has identified the local coaching providers/partners and the seven common components they cover, the services they deliver and to whom

has established coach working groups, as required

has established the need for sport-specific coach development groups.

is expanding to include wider non-traditional partners.

Application

Application You have completed the four key initial tasks.

You have a local funding guide that includes support available to help coaches get qualified. You are lobbying partners to align their services to complement priority sports.

Application Your partners are using CSSN tools and guidance to demonstrate what your coaching system looks like with their policymakers, key staff and volunteers. Your model for coaching is referenced and brought to life in your strategies and plans.

supports sports coaching systems within the context of the wider local sporting landscape

is evolving its role and membership in-line with a vision for coaching beyond 2012

has partnership agreement with key partners.

Your approach to understanding and managing changes to your coaching systems is recognised as best practice in coaching system support. Application The sustainability of the CSSN and the Coaching Development Manager post is assured through strong partner support.

– strategy – qualify – employ/deploy/regulate – manage – develop – retain.

An Introduction and Brief User Guide to the Scorecards

Why should I use the Scorecards?

What is the future of the Scorecards?

The benefits of using the Scorecards are that they provide:

As you continue to evolve your coaching system towards excellence, the Scorecards themselves will be subject to a process of continuous improvement and, what you see now as the Scorecards may well change over the years, though not so much that it prevents year-on-year comparison.

a clear commitment to developing your coaching system

a guide to aligning to a Framework-referenced coaching system

a benchmark of how you currently stand in your development of a world-leading coaching system

a starting point on which to base any future action planning

an idea of what ‘world leading’ could mean to you

information to inform future strategy, policy and investment decisions

a representation of the progress made every year (when used annually).

Remember, the Scorecards are only one of a number of measures that may help you gauge, at any given point in time, where you are with the development of your coaching system. You can, of course, choose to pursue other improvement processes for other parts of your organisation (eg for governing bodies of sport, the governance of organisations can be measured through Sport England’s Assurance Process, or for county sport partnerships, Towards an Excellent Service [TAES] or QUEST, the national benchmarking service).

THE!UK

The Hampshire and Isle of Wight CSSN must therefore utilise existing mechanisms to gather support for a unified and coordinated approach to coaching workforce development. Where existing mechanisms do not exist or prove inadequate, the CSSN must develop new tools and support systems to assist governing bodies in achieving their workforce goals, providing these goals meet the strategic parameters laid out by the UK Coaching Framework and the local CSSN strategic priorities.

1

THE!UK

Providing a strategic framework within which all governing bodies can operate, participate and benefit from is therefore a considerable challenge. However, a strategic and joined up approach is the only way to maximize resources, avoid duplication of effort and share best practice. Therefore the strategy recognises that some organisations and governing bodies require more support than others. Those with extensive resource will inevitably require a different level of support from the CSSN than those with limited infrastructure. Equally the strategy must reflect the changing landscape which exists in the lead up to the 2012 Olympic and Paralympic Games and the prevailing political and economic conditions within the UK.

COACHING FRAMEWORK

The Coaching Scorecard Inclusion Statement The Scorecards share the inclusive vision of The UK Coaching Framework and aim to ensure that activities and services are available to all sections of the community, regardless of age, disability, gender, gender reassignment or sexual orientation, marital or civil partnership status, pregnancy/maternity, race, religion or belief. As such, this vision is included in all references to children, players, athletes, participants and coaches. It is recognised that, in some cases, particularly in relation to children and disabled people, the need for equality may require unequal effort, to level out under-representation and so ensure that the principle of equality of opportunity is achieved. In real terms, this means you must always consider the needs of the individuals involved, whether as a coach, potential coach, Coach Manager, system builder or policymaker involved in developing the coaching system.

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Measuring success

Success will be measured by:

1. The number of action plans completed by NGBs and local coaching providers. 2. The percentage of NGBs and local providers engaging with the CSSN to address coaching inequalities in supply and demand. 3. Increase in the number of active, skilled and qualified coach educators and tutors available locally to deliver needs led coach education and CPD. 4. Increase in the number of active, skilled and qualified coaches registered on the Coaching Hampshire & IOW coach management system. 5. The number of active skilled and qualified coaches registered on the Coaching Hampshire & IOW data management system accessing 12 or more hours of paid employment per week. 6. The number of students from within FE and HE who are deployed in local coaching opportunities and supported active, skilled and qualified mentors. 7. The number of active, skilled and qualified coaches engaged as mentors. 8. The number of coach managers identified and trained within Hampshire and the Isle of Wight. 9. The number of active, skilled and qualified coaches accessing a varied, innovative and needs led CPD programme. 10.The number of active, skilled and qualified coaches nominated for the Hampshire & Isle of Wight Sports Awards. 14 14


Demonstrating impact

The tools for demonstrating impact A range of tools will be used to collect and assess our success, which include: •

Coaching Hampshire & IOW website and associated social media profiles

Case studies on the social impact of coaches and coaching in local communities

Local Communities of practice and two-way communication with the local coaching workforce

Governing Body engagement (using the 7 coaching components)

Governing Body satisfaction results

CSSN partner engagement and satisfaction results

Score Card (using the 12 UK Coaching Framework Strategic Actions)

The Active People Survey

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Appendix 1: Coaching Scorecard Summary Supporting Notes

1. UK  Coaching  Model

EMERGING •

Good relationship awareness of partners, especially SSPs Sub-regional CSSN currently being established in which coaching is the main topic on the agendas Previous workforce plans identify a number of partners within the subregional CSSN

Some NGB relationships are already in place

Some auditing has already taken place, more is required

2. Par<cipant  Pathways

EMERGING •

Development pathways, links and exit routes already exist to some degree

PESSYP data is used to analyse pathways in schools

Plans to audit the requirements of the local workforce are in the early planning stages

The importance of exit routes is outlined in all coaching related strategies

3. Coach  Pathways

EMERGING

4. Coach  Strategies

EMERGING

Have bought a data management system. Once fully integrated it is hoped this can be effectively used as a tool to develop coaches in line with the 4 x 4

• On-line surveys completed

Targeted Funding

• Work programmes related

Coaching pathways in education, specifically the SSCP are implemented

with clubs to form some evidence for the Sport Hampshire Strategy. Coaching is seen as an important part of their strategy

to coaching are drawn from the strategy and help set tangible targets

• Strategy is detailed on the website. The partnership strategy is currently being written

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Appendix 1: Coaching Scorecard Summary Supporting Notes

5. Ac<ve,  Skilled  and  Qualified   Coaches

EMERGING

6. Coaching  in  Educa<on   Pathways

EMERGING

Website details opportunities for coaches and helps match qualified coaches with employers

MSD discussed with partners

Tools to support coaches are provided and e-mails are sent to coaches registered with regard to training events being held locally.

Very good working relationship with SSPs / Supported delivery of SSCP Size of the County poses certain logistical problems for coaches in education attending CPD

Actively looking to integrate mentoring within Hampshire

Good relationships with FE through volunteer and leadership programmes

Fully aware of the Universities coaching activities within Hampshire and are setting up links

8. Targeted  Development  of   Coaches

7. Coaching  Support  &   Delivery  System

ESTABLISHED •

Club and Coach Programme in place

Looking into developing a Coach Conference in partnership with other regional CSPs

Coaching support information stored on the website

EMERGING •

Through Bursaries coaches are targeted in terms of qualifications

Within SSPs coaches are targeted via CPD needs

No auditing to support the targeted development of coaches has been applied

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Appendix 1: Coaching Scorecard Summary Supporting Notes

9. Coaching  Qualifica<ons  &   CPD  Coaches

EMERGING •

Currently supporting the Sports with access to the South East Bursary

Currently little research/ auditing has been applied to support coaches on a targeted basis through coaching qualifications and CPD

10. Licencing  &  Registra<on

EMERGING •

Awareness of NGBs Licensing and Registration systems is ad-hoc and more information required Once the feasibility study has been processed on this, targets can be developed to move to established

11. Profile  &  Recogni<on  of   Coaches

EMERGING •

Communication to coaches via website and Data Management System

Annual Sports Awards with three categories for coaches

Categories imitate the UK

Coaching Award categories to ensure consistency

Communication via workshop/Conference mailing list

12. Research  &  Development

EMERGING •

The CSP has altered their ways of working based on a small amount of research

Further research is needed, especially in terms of developing coaches based on reliable research findings

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Hampshire & IOW Coaching Strategy  

The draft coaching strategy for Hampshire and the Isle of Wight.

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