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.
Coaching System Support Network Presentation
- 1. Coaching System Support Network South East NGB Forum ¨C 1 February
- 2. The Concept of the Coaching System Support Network Governing Body Centric Variance in capacity and capability Need for local generic coaching systems
- 3. Key Resource Pillars 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 Education and Continuous Professional Development of coaches Capacity and alignment of funding, policy and other complementary support agencies Four key resource pillars have been identified to underpin the building of the coaching system
- 4. Coaching System Support Network Concept What is a Coaching System Support Network? Who will manage the network at a local level? How do we go about developing an effective and sustainable Coaching System Support Network? How do we ensure the network is driven by governing body needs? What are the initial priorities in developing the network?
- 5. Coaching System Support Network Concept What is a Coaching System Support Network? Who will manage the development of the network at a local level? How do we go about developing an effective and sustainable Coaching System Support Network? How do we ensure the network is driven by governing body needs? What are the initial priorities in developing the network?
- 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
- 8. Coaching System Support Network Concept What is a Coaching System Support Network? Who will manage the development of the network at a local level ? How do we go about developing an effective and sustainable Coaching System Support Network? How do we ensure the network is driven by governing body needs? What are the initial priorities in developing the network?
- 9. Who will make this work? Sport England funding 49 new posts to support the work of the NGBs in relation to coaching Part of an extended offer for coaching Based and employed within the CSPs to ensure ownership of the system at a local level
- 10. Manage the development of a local Coaching System Support Network in response to the requirements of local, regional and national partners The role of the Coaching Development Manager
- 11. Initial Priorities for the Coaching Development Manager An initial 'gap analysis' of coaching across the local area. 2. Education of the key partners in relation to the CSSN and what it will achieve. 3. Establishment of an effective mechanism that truly allows the identification of coaching need across the local area, that can be linked up to identified National need from governing bodies. 4. A collation of all available funding for coaches and coaching across the local area, with an understanding of the criteria involved in each 'pot'.
- 12. Coaching System Support Network Concept What is a Coaching System Support Network? Who will manage the development of the network at a local level? How do we go about developing an effective and sustainable Coaching System Support Network? How do we ensure the network is driven by governing body needs? What are the initial priorities in developing the network?
- 13. NGB Engagement The Coaching System Support Network must be set up to meet the needs of the National Governing Bodies There needs to be a process in place that allows National Governing Bodies to identify and articulate what they need from the system at a local level The system must be flexible to meet the needs of 46 sports
- 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
- 15. Bringing it all together! Local gap analysis carried out on current support network based against the UK Coaching Framework specific action areas Identification of needs from the NGB in relation to what the CSSN should deliver Initial priorities for development
- 16. Key Topics for Discussion... As NGBs, what would you want to see delivered from a local CSSN? What are the key priorities for your sport / biggest challenges you currently face in terms of developing coaches and coaching at a local level? What are the benefits of a local Coaching System Support Network?
- 17. Benefits of the CSSN for NGBs Access to all of your coaches Detailed information on all of your active coaches Clearly identified funding streams for employing / deploying and developing your coaches Providing NGB coaches at a very local level with a sense of ¡®community¡¯ High quality, more affordable training provision for their coaches Effective and realistic coaching workforce development plans that supports recruitment Maximising the investment in NGB coaches Effective mechanisms for knowledge transfer, networking and resource allocation amongst all partners
- 18. Any Questions?
Editor's Notes
- #2: 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
- #3: 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.
- #4: 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
- #5: 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
- #6: 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
- #7: 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?
- #8: 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.
- #10: 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!
- #11: 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
- #12: 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
- #13: 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
- #16: 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
- #17: At this point it would be useful to get the audience to think about what we want from a successful CSSN.
- #18: 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