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I m p r o v i n g C o a c h e s I m p r o v i n g S p o r t

Coaching Hampshire & IOW Coaching Strategy 2011-2015

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Forward 3Introduction 4Purpose of the strategy 5Strategic Context 6Coaching System Support Networks 7Vision 8Mission 8Guiding Principles 8Strategic Aims 9Headline Objectives 10Initial Priorities 11Tools for Demonstrating Impact 13Measuring Success The Way Forward 14Strategic Action Plan 14Glossary of Terms 16Appendix 1 17

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 throughout 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.

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Coaching represents a ‘golden thread’ that is central to the successful delivery of the plans of National Governing Bodies and runs through the strategies and programmes of a wide range of other partners. Good coaches in the right environments mean better sport; great coaches can be the key to participants not only achieving their potential, but reaching higher levels of fitness, health, personal growth and social cohesion.

Hampshire and the Isle of Wight has a strong tradition of sports participation from school sport to community sport and up to international elite performance. 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, community organisations, commercial providers and Governing Bodies with the aim of creating an active, skilled and qualified local workforce.

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.

The Sport Hampshire & IOW Strategy (2009-13) 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 Sport Hampshire & IOW’s’s shared vision of ‘inspiring more people to be more active more often’. However, this coaching strategy is more than a further demonstration of a commitment to our shared vision. It is a blueprint for all partners aimed squarely at realising a goal to improve sport for local people by improving the coaches that both drive and deliver sport at a local level.

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

• Recruiting, Developing and Retaining a skilled, active and trained workforce of leaders and coaches to meet the demands of local participation, competition and performance pathways – better coaches mean better sport

• Developing a multi-agency approach to guide the strategic development of a workforce that meets the needs of the community• Working in partnership with the lead agencies to improve standards, share good practice and promote professional development• Strengthening baseline data to provide a profile of the workforce delivering sport and physical activity

FORWARD

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Introduction

Coaches must be supported appropriately to ensure that they can maximise their talents, effectiveness and learning. We must recognise that qualifications are not the be-all and end-all for successful coaching delivery.

Leadership recruitment must support those with the potential and aspiration to contribute to coaching, whether as assistant coaches or part of the wider support network that excellent coaching depends on.

Coach recruitment should be driven by employers, deployers and local agencies who understand local need.

Coaches should be managed by a workforce of trained coach managers, voluntary and paid, who understand the coaching journey and can provide clear guidance on employment practice, assess performance against agreed outcomes and understand minimum deployment standards requirements.

Coach education requires a blend of vertical (technical coaching levels) and horizontal (soft skills) development opportunities. Evidence suggests effective coach education must be personalised, social and based around ‘real world’ problem solving1. This must be underpinned by a sustainable influx of skilled, active and inspirational educators, assessors and sport scientists who can help develop coaching competency and thereby enhance athletes’ experiences. These interventions must be supported by informal and formal learning opportunities, where coaches are encouraged to work with skilled mentors and peers to challenge their existing knowledge and expand their expertise in active, accessible and social learning environments.

Effective coach recruitment, development and retention relies on support networks which balance formal structures with informal practice. Opportunities for coaches to learn from each other are as vital as the strategies and systems required to ensure a culture of best practice, innovative practice and excellence at every level of the participant and coach development pathway.

FIGURE 1: The Coaching

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Coach

Coach  Managers

Assistant  Coaches  &  Leaders

Sport  Scien;sts  &  Doctors

Team  Managers

Peers

Parents  &  Guardians

Coach  Educators

 &  Assessors

Mentors

The aim of this strategy is to coordinate the priorities identified through the National Governing Bodies of Sport (NGBs), provide a picture of the current coaching landscape within Hampshire & the Isle of Wight, and identify priorities for delivery over the period April 2011 – March 2015.

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 coordinated network that provides effective support for local coaches of all types and levels, and from all sports.

The Hampshire & Isle of Wight Club, Coach and Volunteer Development Group is collectively responsible for leading the successful development of coaching at a local level. The role of the Group is to work in partnership with key local agencies to strengthen the county’s coaching infrastructure; interpreting local needs together with national and regional policy. The Group will use this strategy document to raise awareness of the county’s Coaching System Support Network and to optimise the allocation of available resources in support of its development.

This document will provide the high level objectives and priorities required to develop and implement a successful Coaching System Support Network. The supporting 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.

Scope of the strategy

Whilst the strategy is focussed on ‘coaching’, it also encompasses the entire coaching pathway (see Figure 1), including all those who are instrumental in supporting the frontline coach workforce (see Figure 2). This approach will ensure that we not only improve the quality of coaching, but create a strong, cohesive and sustainable network that supports the enhanced recruitment, development, management, deployment and retention of coaches.

PURPOSE  OF  THIS  STRATEGY

FIGURE 2:COACHING COMMUNITIES OF PRACTICE

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STRATEGIC CONTEXT

PLANCreate sustainable systems and networks for the recruitment, qualification, employment, management, development, reward and retention of those involved in the coaching pathway

RECRUITEnsure that a robust system for the recruitment of leaders, coaches, mentors, educators, assessors and managers exists aimed at meeting local demand as set out by NGBs and other local sports providers

QUALIFY Increase the number of leaders, coaches, mentors, educators, assessors, activators and instructors accessing qualifications

EMPLOY

DEPLOY

REGULATE

Increase the number of opportunities for coaches to be employed in full-time and part-time paid roles or deployed within National Governing Body or local sport activities as volunteers

Increase awareness of minimum standards of deployment

Promote and support National Governing Body guidelines on licensing and registration

MANAGE Increase the number of coach managers adhering to best practice and receiving recognised training at a local level

DEVELOP Increase the number of coaches accessing needs-led continuous development opportunities

RETAIN Increase the retention of Level 1, 2, 3 and 4 coaches who are actively supporting the coaching pathway at a local level

Sports Coach UK developed The UK Coaching Framework in partnership with the Home Country Sports Councils, UK Sport and NGBs. It is the national 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.

At a local level The UK Coaching Framework can be expressed by the seven coaching system components: PLAN, RECRUIT, QUALIFY, DEVELOP, EMPLOY/DEPLOY/REGULATE, RETAIN.

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Youth  Sport  Trust

Skills  Ac;ve  &  Na;onal  Skills  

Academy

sports  coach  UKAn integral part of the success of the UK Coaching Framework is the development of complementary support networks for coaches at a local level. The development of these local Coaching System Support Networks (CSSNs)must reflect and respond to the requirements of local, regional and national partners. The local CSSN must be driven by the needs of the NGBs and local sporting demand. The Network 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.

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

All partners within the network have a role to play in providing a seamless and accessible coaching pathway supported by a sustainable and effective coaching system. Some agencies will lead on policy and strategy, whilst others will be focussed on frontline services. For example, Colleges and Universities may take a leading role in recruiting people onto the leadership and coaching pathways as well as in offering coach education, whilst private coaching providers and clubs may take a lead on coach deployment and management. Whilst it is accepted that partners will have their own internal strategies and priorities, it is intended that the Hampshire Coaching Strategy will provide an overarching shared framework that helps all agencies to play their part in strengthening coaching and coaching development in Hampshire and the Isle of Wight.

The role of network partners

COACHING SYSTEM SUPPORT NETWORKS

Sport  England

County  Sport  Partnership

School  Sport

Na;onal  Governing  Bodies  

&  Clubs

Private  Coaching  Providers

Third  SectorHE/FE

FIGURE  3:  COACHING  SYSTEM  SUPPORT  NETWORK

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Our Vision – What we would like to seeSimply stated our vision is to focus on improving coaches, thereby improving sport.

We will do this by creating a cohesive, ethical, inclusive and valued coaching system1 at a local level, where skilled coaches are available to support young people, adults and athletes at all stages of their development in sport.

Our Mission – Why we existTo lead, develop and support Hampshire and the Isle of Wight’s coaching system support network to meet the needs of partners, coaches and participants.

Guiding Principles – How we will work togetherThe successful creation of an effective Coaching System Support Network will depend upon effective multi-agency working. It is proposed that this multi-agency work be guided by the following principles:

• All work should be needs and resource led, ensuring adherence to best practice balanced alongside national, regional and local priorities

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

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

• Common monitoring, Key Performance Indicators and minimum standards should be agreed across agencies.

1 UK  Coaching  Framework,  20068

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To achieve our vision for coaching we have the following five strategic aims:

1. To 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 local and national objectives

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

3. To adhere to and embed national standards for coaching delivery

4. To establish effective governance and management systems that allow for the effective deployment of available coaching resources

5. To provide a local Coaching System Support Network that enables any coach to reach their full potential and support local partners in matching demand and supply

STRATEGIC AIMS

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A comprehensive programme of research and consultation work was carried out to inform development of this Strategy, which included surveys, one-to-one meetings as well as a detailed gap analysis based against the 12 specific actions of the UK Coaching Framework (see Coaching Scorecard in APPENDIX 1).

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 several key themes and priorities that have been used to shape the Strategy and its supporting action plan.

OUR PRIORITIES

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Priority Success measure

1. Establish better communication between network partners and the local workforce to maximise the link between supply and demand and to optimise coach deployment.

Enhanced communication and sharing of information. Organisations working in partnership with aligned objectives, programmes and resources.

A local coaching workforce that more accurately meets demand.

2. Develop a clear and accurate picture of the size, quality and competency of the active coaching pool in order to:

2.1 Assess how well the local workforce supply is equipped to meet the demand of children, athletes and players at all stages of their development.

2.2 Monitor and promote the social impact of coaching on health, community cohesion, behaviour, crime prevention, education and economy etc, at a local level

Organisations having access to published data that provides a clear and accurate picture of the active and latent workforce.

Organisations using available data to create appropriate recruitment initiatives.

Increased awareness of the social impact and benefits of coaching.

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.

Increased number of skilled and qualified tutors mobilised.

More suitably qualified coaches available to support local activities.

4. Improve the horizontal development of coaches through formal, semi-formal and informal Continuing Professional Development (CPD) by:

4.4 Increasing the number of skilled and active coach managers and mentors at a local level

4.5 Expanding the range of CPD opportunities that support the deployment of ‘right coach, right place, right time’

4.6 Improving access to CPD opportunities.

More appropriately skilled coaches meeting the needs of participants at all levels of the participation pathway (recreational through to elite)

Increased number of skilled coach managers and mentors active at a local level.

Enhanced range of CPD opportunities available and being accessed.

5. Identify and coordinate both new and existing funding streams to support the development of high-quality, attractive and sustainable coaching opportunities

Available funding pooled and distributed effectively to support both paid and volunteer coaches.

New funding streams identified and local investment secured.

6. Promote the benefits and impact of effective club, coach and business development planning across partners in the network

Improved planning leading to a) More coaches being supported by trained Coach Managers, b) More coaches recognised and rewarded and c) More coaches reaching recognised Minimum Standards.

OUR PRIORITIES

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These by no means represent 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.

Providing a strategic framework within which all NGBs can operate, participate and benefit from is therefore a considerable challenge. However, a strategic and joined up approach is the only way to maximise resources, avoid duplication of effort and share best practice. Therefore the strategy recognises that some organisations and NGBs require more support than others. Those with extensive resource will inevitably require a different level of support from the CSSN than those with limited capacities. 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.

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.

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 that is responsive to changing local needs and national developments.

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HEADLINE OBJECTIVES

Objective Deliverables1. Agree a strategic approach to coach

development together with key priorities and actions

• Mapping the agencies that have a support role to play in coaching• Identifying the objectives and roles of partners within the Coaching System Support Network• Utilising the UK Coaching Framework to create a local strategy and action plan• Improving communication and information sharing to ensure collaboration and effective use of available resources• Aligning the programmes of the local Coaching System Support Network with the work of the National Governing Bodies

2. Develop a robust data collection and management system to support all aspects of coaching development

• Delivering the CoachWeb Data Management System • Increasing the number of coaches registered and regularly updating their details • Advocating the importance of having access to a robust evidence base to inform coaching development work• Ensuring accurate and meaningful data is available to inform local coaching development work

3. Take steps to address/minimise identified barriers to undertaking qualifications

• Improving access to funding for local coaches• Reducing the cost of Coach Education by exploring economies of scale• Ensuring delivery of Coach Education meets local demand

4. Increase the number of skilled, qualified coaches actively deployed in local opportunities

• Facilitating the adoption of good practice with regard to coach development • Increasing the number of newly qualified coaches deployed in local opportunities • Maximising the links between the school and community sectors in coaching

5. Increase the number of active, skilled and experienced Coach Managers supporting local coaches

• Raising awareness of the value and impact of effective coach management• Facilitating the identification of personnel to undertake coach management

• Developing the skills and knowledge of Coach Managers

• Securing investment and other forms of support for coaches and coaching

6. Increase the number of skilled, active and experienced Coach Mentors supporting local coaches

• Raising awareness of the value and benefits of effective Mentoring• Facilitating the identification of personnel to undertake coach mentoring• Developing the skills and knowledge of Coach Mentors• Increasing the number of skilled, qualified mentors deployed to support local coaches

7. Enhance the training and development opportunities available to the local workforce

• Expanding available CPD opportunities to develop a workforce that can deliver effectively in a variety of settings and with a variety of populations

8. Embed club and coach development planning

• Raising awareness of the value and benefits of effective club development and business planning• Raising awareness of the value and benefits of effective coach development planning• Increasing the level and quality of development and business planning by local clubs and organisations

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In order to deliver this strategy and create an effective CSSN, systems

must be in place to enable us to monitor and evaluate progress and to

measure impact. We must ensure that we make informed decisions,

based on robust evidence and intelligence. A range of assessment tools

will be used to gather a balance of both quantitative and qualitative

data. These will 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• NGB engagement (using the 7 coaching components)• NGB satisfaction results• CSSN partner engagement and satisfaction results• Score Card (using the 12 UK Coaching Framework Strategic Actions)• The Active People Survey

In addition we will work closely with local higher education institutions

to examine our research approaches and explore methods for

embedding evaluative processes within our work.

THE  TOOLS  FOR  DEMONSTRATING  IMPACT

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The management and delivery of the aims identified in this strategy will be the primary responsibility of the Club, Coach and Volunteer Development Group (CCVG). The group will monitor, discuss and report on progress made at its quarterly meetings.

At each CCVG meeting two of the strategic themes will be considered in depth. This will allow the group’s members to scrutinise activity and performance in terms of meeting identified outcomes. Over the course of a year all eight areas will be reviewed.

In addition Sport Hampshire & IOW’s core team will provide regular reports on behalf of the CCVG via its website, blog and e-newsletters. This will highlight the progress made in each area to key partners and organisations who share our ambitions and goals. Other reports will also be completed to meet Sport England, sports coach UK and local partner requirements.

To support the strategic role of the CCVG we will develop a number of sub-groups and forums involving a wider number of organisations, practitioners and coaches, designed to steer the detailed work within each of the eight strategic themes. Progress in these areas together with any issues that have arisen will be reported periodically through Sport Hampshire & IOW’s core team staff and other partners.

2011 – 2015

A supporting annual action plan has been developed to underpin delivery of this strategy, which outlines how we intend to achieve our aims, what needs to be done and who needs to be involved. It sets out specific actions, responsibilities, success measures, required resources and timescales. The action plan has been designed as a framework to guide the work of all partners within the network and has been developed in conjunction with them.

The action plan will be reviewed and refreshed on an annual basis. A draft action plan will be developed by the CCVG and presented to the Sport Hampshire & IOW Advisory Board to gain its endorsement of the identified priorities and proposed activity. The action plan will then be adopted and become ‘live’ from the 1 April each year.

The CCVG will be responsible for leading a review of the strategy after 18 months in September 2012. This will ensure that the strategy remains current and relevant in line with any policy changes or industry developments. Any necessary revisions to the strategic themes and outcomes will be made at this time. The review’s findings and recommendations will be presented to the Sport Hampshire & IOW Advisory Board for endorsement in early 2013.

STRATEGY REVIEW

STRATEGIC ACTION PLANS

THE WAY FORWARD - MANAGING THE STRATEGY

KEEPING PARTNERS INFORMED

Every six months the CCVG will report formally on delivery of the strategy. This will summarise progress made, the main achievements and challenges faced together with priorities for the coming months.

This report will be presented to the Sport Hampshire & IOW Advisory Board and circulated to all partners.

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Glossary of TermsThe definitions below have been established by sports coach UK in consultation with governing bodies, home countries sports councils and other key partners.

UK Coaching FrameworkThe 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.

UK Coaching SystemThe 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 ModelA 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 ModelA clear, comprehensive and inclusive model for the development of sports’ participants across the UK.

Coach Development ModelA clear, comprehensive and inclusive model for the development of sports’ coaches across the UK.

Coaching StrategiesAn explanation of how the UK Coaching System will be applied adapted and delivered within sports and Home Countries.

Coaching System Support NetworksA 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, DeployPRIDD 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

NSA – the National Skills Academy the skills sector lead for sport and physical activity. Their role is to work with the sector employers to develop and deliver training and qualifications that develop employees who are fit for purpose.

SPAAs – Sport & Physical Activity Alliances are local strategic partnerships aimed at supporting government priorities around health and wellbeing through the delivery sport and physical activity programmes.

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Appendix 1: Sport Hampshire and IOW Coaching Scorecard Summary Supporting Notes

1. UK Coaching Model 2. Participant Pathways 3. Coach Pathways 4. Coach Strategies

EMERGING• Good relationship awareness of partners,

especially schools and colleges.• 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

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

• Partner 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

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

• Targeted Funding• Coaching pathways in education,

specifically the SSCP are implemented

EMERGING

• 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 County Sport Partnership strategy is currently being written

5. Active , Skilled and Qualified Coaches 6. Coaching in Education 7. Coaching Support & Delivery System 8.Targeted Development of Coaches

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

• Very good working relationship with schools, colleges and universities

• 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

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 schools and colleges coaches are targeted via CPD needs.

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

9. Coaching Qualifications & CPD 10. Licensing & Registration 11. Profile & Recognition of Coaches 12. Research and Development

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

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

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.

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.

Completed  on  16th  October  2009