Workforce Management Plan (April )

Transcription

1 Workforce Management Plan (April ) Date: 12 March 2014 Version: Final

2 Our aim Our aim is to support archers better by improving their access to support from coaches and judges. We will do this by training more coaches and raising the profile of judging. Coaches and judges are essential pillars of support for many archers. They engage people in activity, offer motivation, and provide opportunities to enjoy and prosper in the sport. This one year plan will help us develop a healthier coaching and judging workforce system. It presents our aims and how they will be achieved within the current structure of governance. However, the plan is limited by its short term approach and focus only on course management. It doesn t set out to address the workforce system as a whole. Within Archery GB we still need to gain consensus on what is required in the long term and considerably more organizational planning is needed to develop a workforce system that is fit for purpose. Context and trend in participation Participation in archery shows an upward trend in growth. There are 36,300 weekly participants and a further 66,600 monthly participants (APS 7). In 2013 Archery GB membership reached a record 43,000, which represents a 26% increase in three years. In addition, many other people try archery every year in a variety of environments, from schools to leisure and recreation organisations. While 55% of weekly participants have received tuition (APS 7) we know that intermediate archers in particular have least access to purposeful coaching despite archers placing high importance on this (Satisfaction Survey, 2011). We attribute this to the culture of coaching in clubs, where it is not customary for clubs to offer coach led sessions to their members. There is also a lack of coaches in clubs trained for this role, alongside differing views of how facility usage is prioritized, and insufficient space. For example of clubs using indoor facilities, 41% don t meet minimum range standards (Planning Support, 2013). Our actions over the next one year will begin to tackle these coaching issues, so that more intermediate archers can receive improved coaching support. 2

3 In total there are 1,400 Archery GB licensed coaches. There has been significant growth in the number of new coaches trained to work with beginners (Level 1 coaches now account for 77% of all coaches), however this is accompanied by negative growth in the number of coaches trained beyond this level Licenced coaches Jan-11 Jan-12 Jan-13 Jan-14 Level 1 Level 2 County Senior The responsibility for coaching and judging rests within different personnel. The National Coaching Committee (NCC), Judges Committee and Development Manager Workforce (DMW) each have designated responsibility: The NCC is responsible for the content of coach education courses and management of coaches. The DMW is responsible for managing coach education courses and supporting judging. The Judges Committee is responsible for the training and management of judges. Of course, it is also important for a range of other people to have a voice in this area as the outcomes of the workforce system impact on a variety of activities undertaken by Archery GB. There have been significant stories of success in coaching and judging, and both volunteers and staff have been integral to this. In recent times centralised staff have also been used in leadership roles to help increase activity. While the nature of the roles will continue to evolve, it is important that we continue to combine the skills and efforts of centralised staff and volunteers, so that we work together to bring about success. Coach management Course content Course management DMW - Course management NCC - Course content NCC - Coach management 3

4 Aims Our ambition is to improve the access that archers have to support from coaches and judges. We will do this by training more coaches and raising the profile of judging. We have identified four aims that set out what we want to accomplish, and the underlying core actions to describe how we will do this. 1. Manage the system effectively Provide effective course management Grow a contemporary tutor workforce 2. Provide coach training where it is needed Embed Archery GB s Instructor Award and Young Leader Award Train coaches in prioritized areas of need 3. Focus on the archer Create a national club training programme resource pack Provide introductory judge training for young people Identify the barriers to training that limit the diversity of our workforce 4. Support the wider workforce agenda Contribute towards other workforce initiatives and reforms 4

5 1. Manage the system effectively 1.1 Provide effective course management We will be accountable for delivering a well-managed, efficient and sustainable programme of courses. We want to grow the opportunities that people have to train as a coach or judge. We understand the importance of providing a professional and effective service towards achieving this. We will provide a simple sign up process, provide prompt assistance, oversee financial sustainability and keep our partners within Archery GB (the National Coaching Committee and Judges Committee) informed of progress and issues related to areas of governance that impact on what we do. 1.2 Grow a contemporary tutor workforce We will support and grow our team of tutors through targeted recruitment, providing on-going training and verification of courses. Tutors play an enormously important and influential role in the training of coaches. They are responsible for providing meaningful learning experiences and ensuring agreed quality standards. To-date, Archery GB has professionally trained 35 tutors to deliver our Level 1 award and we have received positive verification reports from our awarding body. We need to continue to support the recruitment and development of tutors to ensure there are enough to deliver the number and range of courses needed across the country. We will develop tutors through a programme of training and CPD opportunities, utilizing support from our awarding body, the County Sport Partnership Network and sports coach UK. 5

6 2. Provide coach training where it is needed 2.1 Embed Archery GB s Instructor Award and Young Leader Award We will increase the availability of these new courses so they are accessible nationwide. In 2013 we successfully piloted two new training courses. The Instructor Award is for instructors working in the leisure industry, catering for thousands of people every year. It is important that they have access to effective training, in order to ensure they offer participants a quality first experience. The Arrows Young Leader Award offers young people aged years the first step to coaching archery. The course helps young people to become the driving force behind setting up and running their own school sports club using Get into Archery Arrows equipment. 2.2 Train coaches in prioritized areas of need We will target coach training in geographical areas of need and establish a planning process whereby coach numbers are managed around the country. Just 33% of our licenced coaches are currently trained at Level 2 standard or above. We will concentrate our focus on intermediate archers by focusing on training coaches to Level 1 and Level 2 standard. A revised Level 2 coaching course was released in 2013 and we will monitor its success. To further increase the number of courses delivered, we will proactively target areas where we know there is a lack of coaches, a latent demand for archery or where increased participation is taking place. We have used information and data available to us to identify areas of priority (fig 2). Using this information we will reach out to the County Sport Partnership Network to assist in setting up archery courses and providing CPD training. 6

7 3. Focus on the archer 3.1 Create a national club training programme resource pack We will provide a new programme to help clubs initiate structured coaching sessions for their members. We know that intermediate or club level archers in particular have least access to purposeful coaching. This impacts their progression, motivation and participation in the sport (Satisfaction Survey, 2011). By providing a recommended training programme with resources, we will help make it easier for clubs to set up and advertise specific coaching sessions for their members. This is an opportunity for clubs to address the gap in support beyond the beginner stage of participation. 3.2 Create introductory judge training for young people We will provide new opportunities for young people to become judges. Anecdotally, we know that the amount of new judges being recruited is below what is required and the opportunities to train need to be opened out. We aim to raise the profile of judging amongst young people and develop a youth judge entry course with associated training resources. We will also build on our evidence base, so we have more information to plan judge training. 3.3 Identify the barriers to training that limit the diversity of our workforce We will embrace diversity in workforce planning and demonstrate a commitment to breaking down barriers and achieving a greater diversity in our coach and judge community. To be successful at supporting archers better, we need to provide variety in how the sport is offered. We need to have more coaches and judges that represent the diversity of the community, so it is more inclusive and accessible. We will identify and start to tackle the barriers preventing equitable practice in the training of coaches and judges. 7

8 4. Support the wider workforce agenda 4.1 Contribute towards other workforce initiatives and reforms We recognize that reform is needed across the workforce system, and we will support this area of activity. Throughout the next year it is important that we begin to improve our understanding of the populations doing archery and what they want, and use this knowledge to make decisions about the role of coaching. We are keen to work with partners to support reform in other areas of workforce activity, but for which we aren t responsible. For example workforce and course review, archer and coach modelling, syllabus development, licensing and renewals, disclosure and barring, regulations regarding insurance and remuneration for coaches. Investment Archery GB will invest funding gained from Sport England to achieve the aims set out below. We will also seek to utilize external funding available at a national and local level, particularly bursaries to assist coaches and judges to access training. The plan will be led by the Development Manager Workforce. Partnership We welcome the support that county sport partnerships and national sports agencies can give to Archery GB. The specific aspects that we require help delivering at a local level includes: Setting up a Level 1 or 2 coach training course in line with local demand. Providing archery coaches with details of local funding schemes and development opportunities. Promoting our new Arrows Young Leader Award for year olds. Promoting other new programmes to clubs and schools. Measuring success We will assess how well our objectives have been achieved using the specific indicators below. The impact of our actions will be monitored through focused sampling of coaches, archers and clubs. 2014/15 indicators Target Courses delivered Instructor: 75 Level 1: 40 Level 2: 15 New tutors trained Arrows Tutors: 5 Coach Educators: 5 Youth judge pilot course Youth Judges: 12 8

9 Number of judges Number of coaches References Knight, Kavanagh and Page (2013) Archery GB facility planning support: Final report, pp. 11 Sport England (2013) Active people survey 7 (APS 7): Archery Sport England (2011) Satisfaction Survey: Archery Appendix Supporting data about the archery membership and workforce of coaches and judges Overview of coaches Level 1 Level 2 County Senior Coach Educator Female Male Fig 1. In December 2013 there were 1417 coaches (1073 male and 344 female). More Level 2 coaches are needed in particular. (Source: Coach Management Report December 2013 ) Overview of judges Candidate County Regional National Continental International Field Target Fig 2. In December 2013 there were 257 judges (206 target and 51 field). More Judges need to be recruited at an entry level. (Source: Membership Management Report December 2013 ) 9

10 50,000 Archery GB membership 40,000 30,000 20,000 Members 10, Fig 3. In 2013 Archery GB membership reached a record high. (Source: Membership Growth ) County Coaches Members Member: coach Rank Lincolnshire Gloucestershire Cumbria Cambridgeshire Northamptonshire Shropshire Durham & Northumberland Berkshire Derbyshire Nottinghamshire Worcestershire Lancashire Cheshire Somerset Leicestershire & Rutland Hertfordshire Devon & Cornwall Buckinghamshire Dorset & Wiltshire Herefordshire Kent Surrey Sussex Staffordshire Essex & Suffolk Warwickshire Oxfordshire Middlesex Bedfordshire Hampshire Norfolk Yorkshire London Total Table 1. Ratio of coaches to members for England counties (December 2013). (Source: Coach Management Report December 2013 and Membership Management Report December 2013 ) 10

11 Archery GB is the trading name of the Grand National Archery Society, a company limited by guarantee no Registered in England. 11