Ngb Forum Presentation Mar2010
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The document discusses the development of coaching networks across county sports partnerships in England. It outlines the core services provided by county sports partnerships related to coaching, including coordinating coach education programs and identifying local funding. It describes the role of coaching development managers in establishing coaching system support networks to meet national and local coaching needs. The networks are intended to support coach recruitment and development programs while avoiding duplication of efforts between national governing bodies and other partners.
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Ngb Forum Presentation Mar2010
- 1. County Sport Partnership Coaching Development Planning March 2010 CJ Lee Coaching Development Manager
- 2. A Rapidly Improving CSP Network. 49 County Sports Partnerships 1 County Sports Partnership Network Working towards consistent delivery in 49 CSPs
- 3. CSP Core Services Agreement with Sport England Grow Sustain Excel
- 4. CSP Core Services Agreement with Sport England Connecting NGBs to the CSP area Club, Coach and Volunteer Development Children and Young People Facilities Investment Strategic Influence and Networking Knowledge Management Operations
- 5. Coaching within Core Services Agreement Coordinate and promote a programme of coach education Identify and promote local funding opportunities that will help coaches As funding for NGB plans was confirmed ..delivery gaps became apparent.
- 6. NGB Coaching Services Agreement The planning, recruitment, support, development and deployment of coaches in order to support Linked to player pathways Underpin grow, sustain, excel
- 7. CSP Extended Coaching Services Agreement Delivery of Extended Coaching Functions To employ a Coaching Development Manager Delivery will occur in the context of the UK Coaching Framework and, in particular, strengthening of local coaching communities The Coaching System Support Network will be coordinated at a national level by sports coach UK
- 8. Manage the development of a local Coaching System Support Network in response to the requirements of local, regional and national partners Role of the Coaching Development Manager
- 9. 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
- 10. A Grouping of Agencies Nationally Sport England; SkillsActive; NSA; YST; UKCCE (HE/FE); sports coach UK Regionally SkillsActive; NSA; YST; HE; FE; sports coach UK Sub Regionally PDMs; SSPs; CSPs; LAs; LDAs; Clubs; FESCOs; HE; Private Coaching Providers; Coaching Agencies
- 11. HE/FE PCP NGB SSP YST CSP sports coach UK LA PCP PCP CSP CSP LA LA NGB NGB SSP SSP Coaching System Support Network
- 12. Headlines within Coaching Services Agreement Lead the development of CSSN Support for coaches at community level in response to NGB WSPs Work in partnership with sports coach UK to develop and implement a 3 year Coaching Strategy Support deployment of coaches Recruitment programmes Leadership, volunteering, FJF Evolve Community Sports Coaches Scheme System for PDPs for coaches Communicate with coaches and database Bursary programmes Links between programmes Minimum Standards for Deployment (MSD)
- 13. Initial Actions for CDMs Initial 'gap analysis' of coaching across the local area. Strengths & weaknesses Assess local priorities Education of key partners What is the CSSN and what will it achieve? Clarify roles and responsibilities Create buy-in & ownership Establishment of an effective mechanism That allows the identification of coaching need across local area linked up to identified National need from NGBs. Collation of all funding for coaches and coaching across the local area highlight criteria involved in each 'pot'. linked to regional and national funding pots.
- 14. Our task is quite clear Build a sense of a community of coaches Meeting needs of the workforce, complementing not duplicating work of NGBs and other key partners Consistent delivery across England Highest standards of delivery designed to meet the needs and expectations of participants
- 15. Coming soon! New CDO April 2010 CoachWeb new release April 2010 Facebook for coaches April 2010 CSSN launch event May 2010 Online coach questionnaire May 2010 Draft coaching strategy July 2010 Future Jobs Fund September 2010 Young Coaches Conference March 2011 Online Coach Scholarship June, September, December, March
Editor's Notes
- #3: Transitionary period. New funding arrangement with Sport England with renewed focus on NGBs to lead the development of community sports development. CSPs have been recognised for the unique role they play in supporting and coordinating sports development on both a national and local level.
- #9: 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
- #10: So what do we mean by a Coaching System Support Network? The above is a concise definition of what it is we mean when we talk about the CSSN. The hard part wasnt defining this, the hard part is looking at how we develop and implement such a network, that is flexible enough to meet the needs of the 46 NGBs, and is fully supported and owned by all local regioanl and national partners
- #11: So, the previous slide talks about a grouping of agencies and it is essential to identify who those agencies are, so that we can begin to define roles and responsibilities within the development and implementation of he Network
- #12: 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.