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Coaching Hampshire & IOW Coaching Strategy 2010-2012


Contents

Forward

2

Key Deliverables

8

Glossary of Terms

4

Our Approach

9

Introduction

5

Initial Gap Analysis

9

Strategic Context

5

Initial priorities from Engagement with National Governing Bodies

10

Vision

7

Key Actions

12

Mission

7

Measuring Success

18

Guiding Principles

7

Appendix 1

19

Risks

7

Appendix 2

21

Headline Objectives

8


A Framework for the Development of a local Coaching System Support Network across Hampshire and the Isle of Wight April 2010 - March 2012 Foreword 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 lasing UKwide legacy for sport and coaching. In response to this context, 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 childhood participation; continued involvement in sport into adulthood; 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.


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. [At this point there is an opportunity for any local statement about coaching and its impact. There may even be the opportunity for the Foreword to be completed by a coaching champion on the group or Chair of the local coaching group]


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 worldleading 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: • • •

key components how these are developed sequentially their inter-relationships

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

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.


Introduction The aim of this strategy is 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 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.

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 2

Capacity for the deployment and employment of coaches 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 4

Education and CPD of coaches Capacity and alignment of the funding, policy and support agencies

As the focus shifts towards front-line coaching and support for coaches, 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 development of 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. 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.


Vision – What we would like to see 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 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.

Guiding Principles 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.

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

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

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

Lack of connectivity, ineffective and inefficient use of resources


Headline Objectives 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

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


Our Approach 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. Figure 1 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

Initial Priorities from National Governing Body Engagement Process The vision, resource and capacity of National Governing Bodies varies greatly. Nowhere is this more evident than in their respective approaches to coaching and coach development. Nevertheless, whilst needs and priorities do vary, there are some common threads that allow local CSSNs to support workforce plans and devise solutions to reoccurring challenges. Feedback from initial engagement process with National Governing Bodies suggest there are a number of initial priorities and these were: 1. Establish better links between National Governing Bodies, Local Sports Development and education to ensure we maximize the deployment of resources from existing coaching programmes within Further and Higher Education. 2. Develop a clear and accurate picture of the size and quality of currently active coaching workforce in order to assess how well the local workforce supply is situated to meet the demand of children, athletes and players at all stages of their development. 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 coach educators and tutors at a local level. 4. Improve the horizontal development of coaches through formal, semi-formal and informal Continuing Professional Development by coordinating the resources of local partners and NGBs to ensure the provision of more holistic and needsled opportunities and delivery.. 5. Highlight opportunities to access new sources of funding and resource to support the development of high-quality, attractive and sustainable coaching opportunities i.e. more paid coaching opportunities. 6. Reduce the number of coaches undertaking qualifications and CPD which are inappropriate or unrelated to the type of coaching, settings and or participants they will be coaching. Educating coaches, deployers and managers on the merits of appropriate development (as they relate to points 1, 2, 3, 4 and 5) is a key priority for many National Governing Bodies. These by no represents a unilateral and comprehensive 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 a ah 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. 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 games and the prevailing political and economic conditions within the UK. The Hampshire and Isle of Wight CSSN must therefore utilize 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.


Key Actions The following table details the actions that have been identified using the specific action areas of the UK Coaching Framework, priorities from the National Engagement Process and an understanding of local need. Delivering the Outcomes

Outcomes (based on the CSSN Coaching Scorecard)

Where will we be by March 2012

1. UK Coaching Model: A local understanding of the UK Coaching System and the key principles and components will help define roles and aid co-ordination of key national and regional coaching system stakeholders, Governing Bodies of Sport and the local coaching system support network

Input Coaching Scorecard Reference

1.1

Oct 2009 – Emerging

1.2

March 2012 - Embedded 1.3 1.4 1.5

1.6

1.7 1.8 2. Participant Pathways: The Coaching System Support Network are able to identify the participant opportunities that are available across all areas of the local sporting landscape, based on the principles of participant modelling

Currently understanding of participant pathways differs greatly. Whilst most sports embrace LTAD, few NGBs are in a position to clearly and accurately identify the

2.1 2.2

CSSN – All partners to actively promote the UK Coaching System and its components through their work with coaches and coaching organisations. CSSN – Provide support, systems and resources to support those employers and deployers who support the coaching workforce as a small or significant part of their role i.e. SSPs, SDO’s, FE and HE institutions etc. CDM to actively engage and support the 11 ‘intense resource’ sports. CDM to agree CSSN/NGB action plan 6 ‘intense resource’ sports. CDM to ensure that any good practice and intelligence highlighted by engagement with ‘intense resource’ sports is shared and utilized to support the development of less ‘resource intensive’ sports at a local level. CSSN – NGB action plans to be underpinned by the local agreements with coaching local providers, identified need at a local level gaps in the coaching landscape in addition to NGB coaching models and projections at a national level. CSSN/NGB action plans to be referenced in the 11 priority sports workforce development plans. CSSN - NGB action plans will support and develop the 2011–12 Hampshire and Isle of Wight CSSN action plan. All partners to actively share information relating to programmes and active participation levels to help the CSSN assess the demand for coaching at a local level. NGBs to share data on participant pathways with local partners to help the CSSN assess the demand for coaching at a local level.


demand for coaching. Oct 2009 – Emerging March 2012 - Embedded 3. Coaching Pathways: The Coaching System Support Network are able to identify and apply the principles of coach modelling to ensure the appropriate levels and skill sets of the coaches are used to match to participant needs at a local level. The Coaching System Support Network are able to identify principles and implications of the Governing Body defined coach pathways and work to link effectively with local coach pathways

Oct 2009 – Emerging

3.1

March 2012 - Embedded

3.2

4. Coaching Strategies: All partner strategies set out what must be done to align wider local delivery to sports specific coaching systems as a part of the UK Coaching System

Oct 2009 – Emerging

3.3

4.1

March 2012 - Embedded 4.2 4.3 4.4

CSSN to engage with key partners to establish locally identified coaching pathways and entry points. CSSN to promote the variety of entry points into coaching in addition to highlighting the support available to coaches wishing to progress along the pathway. All providers to explore efficient methodologies to increase the number of L1 coaches entering the pathway, whilst reducing the number of L1 who are neither deployed or progress within a sport.

CSSN to continue to identify local NGBs needs against the seven components of the coaching system, working cross sport and cross county to find solutions and deliver against the common objectives by pooling resources. All coaching strategies to underpinned to by locally agreed action plans. All plans should outline key roles and responsibilities, performance indicators and milestones, and be reviewed annually. CSSN to actively engage and support NGBs and other coaching providers in coordinating local action plans, using the Hampshire and Isle of Wight Coaching Strategy as a key reference point. Key partner action plans to be underpinned by the local agreements with coaching providers as they relate to locally identified need, NGB coaching models and workforce plans.


5. Active and Qualified Coaches: Recruit, employ/deploy and retain qualified coaches based against identified needs of the sports at a local level, and in relation to national frontline coaching initiatives. Agreements in place to identify who is best placed to ensure appropriate management, deployment and employment of coaches with all identified sports

Oct 2009 – Emerging

5.1

March 2012 - Embedded

5.2

6. Coaching in Education: Embed education sector coaching development and coaching delivery into the Coaching System Support Network to ensure partnership working is in place supporting the needs of identified sports at a local level. The education sector is a component of the UK Coaching System

Oct 2009 – Emerging

5.3 5.4 5.5 6.1

March 2012 - Embedded 6.2 6.3 6.4

6.5

6.6

7. Coaching Support and System Delivery: Support the

Oct 2009 – Established

7.1

CSSN to install, develop and promote a Coaching Management System (CMS) for coaches and recruiters. CSSN to facilitate an audit of active coaches to inform NGBs and local partners of the current gaps in the local, using the 4 x 4 coaching development model as a key reference point. CSSN to promote and deliver Coach Manager training to coaching providers that is aligned to and meets the need of identified sports and settings. CSSN to promote the emerging work of scUK and NGBs on Minimum Standards for Deployment, based around nationally agreed quality assurance standards for the recruitment and deployment of coaches. CSSN to promote a generic PRIDD model for coaching providers that meets locally and nationally agreed standards. CSSN to engage with SSP, HE & FE to implement action plans for the effective recruitment, development and retention of coaches and young leaders within education. CSSN to promote systems for the management of coaches into existing programmes delivered within education using the PRIDD model. HE/FE – to promote opportunities for Coach Education and CPD to students and the wider coaching workforce i.e. establish Coaching Centres of Excellence. HE, FE and Schools – All coaches within education to register with the CSSN via the Coach Management System to monitor coaching supply, encourage the effective deployment of available coaching resource and ensure communication of the coach development pathway is available to all those who require it. HE, FE – All students undertaking coaching courses shall be encouraged to register with the CSSN via the CMS to monitor coaching supply, encourage the effective deployment of available coaching resource and ensure communication of the coach development pathways is available to all those who require it. HE coaching degree students to be deployed locally as per the needs of local participants, identified by local partners and NGBs. CSSN to assist local providers and NGBs in the identification and training of a network of coach managers.


development and delivery of Governing Body learning support for coaches and coach support workforce at a local and regional level. Providing local funding opportunities to access coach education (UKCC) and needs led CPD programmes. Implementing quality assurance mechanisms. Implementing learning support monitor and evaluation processes. Keeping two-way contact with Governing Bodies

March 2012 – Excellent

8. Targeted Development of Coaches: Coaching System Support Network has systems in place to allow for the identification of coaches and provision of learning support programmes for coaches of performance and talent identified athletes across sports populations within the 4x4 model 9. Coaching Qualifications and CPD: Support the development and delivery of Governing Body learning support for coaches at a local and regional level. The Coaching System Support Network is accessing funding opportunities for coach education at a local level and is able to tailor programmes according to local need. There is a wide-ranging learning support CPD programme in place offering specialist opportunities for coaches

Oct 2009 – Emerging

7.2 7.3 7.4 7.5 7.6

8.1

March 2012 - Embedded 8.2 8.3

Oct 2009 – Emerging

9.1

March 2012 – Embedded 9.2

9.3

9.4

CSSN to promote the use of the PRIDD model by all Coach Managers. Training for Coach Managers should be developed and delivered on a needs led basis across sports. CSSN to deliver a formal workforce learning support programme that is developed in conjunction with NGBs and coaching providers. CSSN to monitor any and all coaching scholarships and assess their impact on the number of new active, skilled and qualified coaches who can deliver independently i.e. Level 2 and above. CSSN to ensure all allocation and distribution of funding and resources is based on locally identified need. CSSN to develop an informal and formal training programme that will be delivered by approved, quality assured training providers with content in line with NGB requirements. CSSN to working in partnership with local partners and NGBs to identify talented coaching populations that can be supported and deployed in appropriate talent development and high performance settings. CSSN to develop CPD programmes and mentoring opportunities that are representative of the 4 x 4 coaching populations and focusing on both horizontal and vertical coach education and training. CSSN to develop and communicate areas of best practice that demonstrates an understanding of performance/talent identified coaching populations. CSSN to engage with local regional and national partners to identify, establish and communicate the pooling of funding opportunities to support coaches and coach managers. CSSN to ensure that the distribution of funding and resources is targeted according to locally identified need. Need will be assessed according CDM gap analysis, and both local partner and NGB coaching strategies. Coach Managers and the CSSN to identify and promote qualifications and CPD requirements based on the demands placed on coaches by specific populations and settings. This should be underpinned by effective use of the PRIDD model. CSSN to establish needs led CPD programme via a generic TNA for coaches. CPD programme to represent opportunities for horizontal


across the 4x4

10. Licensing and Registration: Systems are in place to conduct a robust feasibility study that will identify the steps required to complement or align to the national framework for registration and licensing at a local and regional level

development within the 4x4 model and based on participant demand and coach supply. Oct 2009 – Emerging

10.1

March 2012 – Embedded 10.2 10.3 10.4 10.5

11. Profile and Recognition of Coaching: The Coaching System Support Network are aware of sports campaigns and structures. Communication roles locally and regionally are agreed with sports and the local sporting landscape to ensure the most effective implementation

Oct 2009 – Emerging

11.1

March 2012 – Embedded

11.2 11.3 11.4 11.5

12. Research and Development: Embed a research and development methodology into the Coaching System Support Network that will provide evidence

Oct 2009 – Emerging March 2012 – Embedded

12.1

CSSN to communicate key message around quality assurance and professional standards to coaches via the Coaching Hampshire & IOW Coach Management System. CSSN to work closely with NGBs who use alternative CMSs to communicate key messages around quality assurance and professional standards. CSSN CMS to include the 23 data fields as recommended by scUK. CSSN to engage and support NGBs in the licensing and registration of coaches via both locally developed and sport-specific systems. CSSN to investigate the viability of creating a coach accreditation/regulation scheme for those working within schools that will include coach education, coach induction, and continuing professional development. CSSN to promote the valuable contribution made by coaches at all levels and raise the profile of coaching across Hampshire and the Isle of Wight. CSSN to create links to local media to ensure ‘newsworthy��� stories, professional standards and best practice in coaching are reported to a wider audience i.e. parents, teachers, legislators etc. CSSN – NGB / Coaching provider action plans to include raising the profile and recognition of coaching via an embedded PRIDD model. The 23 ‘intense resource’ sports and coaching providers to align their coaching awards with the Hampshire & Isle of Wight Sports Awards. The initial engagement will be via NGB/coaching provider action plans. CSSN to ensure that winners of the Hampshire & Isle of Wight Sports Awards to be nominated for awards at UK Coaching Awards. CSSN to identify any and all local partners who have the expertise and resource to assist in the collection, collation and analysis of workforce demand, supply, qualities and characteristics. For example, can our HEIs promoted research topics that would be beneficial to the CSSN, its vision, mission and strategy?


based information that can be used locally and to compliment national, regional and sub regional research programmes

12.2 12.3 12.4 12.5

CSSN to identify and deliver research into local need against the Specific Action Areas as identified in the UK Coaching Framework. CSSN to work in partnership with the Coaching South East CSSN on areas that can prove mutually beneficial to embedding and refining the coaching system network locally, regionally and nationally. CSSN to conduct ongoing research in partnership with local providers to inform the creation of action plans for the 2011-12 and ensure this process is embedded within the system. CSSN to inform and educate key partners of any relevant research gathered from regional and national lead agencies. This is in addition to the plans and strategies contained within NGB workforce strategies and plans.


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 indentified 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.


Appendix 1: Sport Hampshire and IOW Coaching Scorecard Summary Supporting Notes 2. Participant Pathways

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 sub-regional CSSN • Some NGB relationships are already in place. • Some auditing has already taken place, more is required

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.

EMERGING •

• •

6. Coaching in Education

5. Active , Skilled and Qualified Coaches 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 •

• •

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

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 Targeted Funding Coaching pathways in education, specifically the SSCP are implemented

4. Coach Strategies

EMERGING •

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.

On-line surveys completed with clubs to form some evidence for the Sport Hampshire Strategy. Coaching is seen as an important part of their strategy. Work programmes related 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

8.Targeted Development of Coaches 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.


9. Coaching Qualifications & CPD 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

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

10. Licensing & Registration

EMERGING •

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

11. Profile & Recognition of Coaches EMERGING •

• •

Scorecard Development Date initiated: 16th October 2009 CDM (Print Name): CJ Lee Signed: Clare Fallis

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 and 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.


Hampshire & Isle of Wight Draft Coaching Strategy