INTEGRATED PERFORMANCE SYSTEM (IPS) INTEGRAT… · the ability of the various partners to align and focus collective resources and technical expertise in order to realize maximum

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INTEGRATED

PERFORMANCE

SYSTEM (IPS)

ANNUAL REPORT

2013

Prepared By the Canadian Sport Institute FINAL VERSION: December 6, 2013

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TABLE OF CONTENTS 2013 Integrated Performance System Annual Report …………………………………………………………..3 Appendix 1 – Draft Sport Rankings ………………………………………………………………………………..9 Appendix 2 – Best Practice and High Performance Scoring process………………………………………...10 Appendix 3 – High Performance Scoring Adjustments for 2014 ……………………………………………...19 Appendix 4 – Best Practices Scoring Adjustments for 2014 …………………………..……………………...20

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On behalf of the Canadian Sport Institute and in partnership with the Province of B.C., ViaSport, NSOs, Own the Podium and the 19 targeted Provincial Sport Organizations (PSOs) supported through the Integrated Performance System, we are proud to provide the following 2013 Integrated Performance System Annual Report. REPORT PURPOSE The Canadian Sport Institute led the 2013 IPS targeted sport review process, as the lead High Performance (HP) Multi Sport Organization (MSO) within B.C.. The overall review process was a collaborative one, involving participants from the Province of B.C., ViaSport, NSOs, Own the Podium and the 19 targeted Provincial Sport Organizations (PSOs) involved in the IPS. This report focuses primarily on the IPS targeted sports. Please note that the IPS HP Regional Coach Program was not separately reviewed from the IPS Targeted Sport Program in 2013. A formal ranking of the 50 regional coach program grant recipients will be included in the 2014 IPS Targeted Sport Review. For those PSOs who are included in the HP regional coach program, or for those non-targeted PSOs, the annual meeting process between the PSO and CSI Pacific Athlete Development Advisors to confirm IPS targeted athlete/coach criteria/lists, etc. is status quo for 2013/14. IPS BACKGROUNDER Objective The IPS is a strategy that was developed in part to support the B.C. Government Ministry of Community, Sport and Cultural Development’s service plan goal 4: A robust provincial sport sector that supports increased participation and athletic achievement. The IPS also supports the System Excellence goal of Own the Podium and Sport Canada which strives for Provincial and Federal HP sport harmonization - a key goal of OTP’s strategic plan as outlined in their 2012/13 annual report. The strength of the IPS lies in the ability of the various partners to align and focus collective resources and technical expertise in order to realize maximum performance impact for the PSO athletes and coaches within the High Performance Pathway in B.C. Performance Measure

The overall performance measure of the Integrated Performance System is the percentage of B.C. athletes on national teams with the potential to win medals for Canada.

Strategies The following strategies or programs have been developed to support the achievement of the above goal and performance measure:

• Supporting High Performance Athlete Development through athlete support programs (AAP, Team BC, Athlete Advance, IGNITE™, CANADIAN SPORT SCHOOL), athlete benefits (GymWorks™, FoodStuff™) and athlete services such as those offered by the PacificSport network of regional centres, SportMed BC, and the Canadian Sport Institute;

• Supporting provincial and regional coaches through enhanced salary contributions, plus programs and services such as the IPS System Wide Workshops, Advanced Coaching Diploma, and the International Coaching School.

• Providing and facilitating an accountability framework to enhance the HP athlete and coach development pathway.

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2013 IPS TARGETED SPORT RESULTS

With the ongoing investment in the IPS in 2013, the system’s targeted sports demonstrated excellence through performances at the 2013 Canada Summer Games, where B.C. placed 2

nd overall in flag points,

and subsequently increased B.C. athletes’1 representation on national teams with the potential to win

medals for Canada.

Table 1. Performance Measure 2010/11 Actual

2011/12 Actual

2012/13 Actual

2013/14 Actual

2014/15 Target

Percentage of B.C. athletes on national teams

32.7 % 32.3 % 34.7 % 32.7 % 25 %

2013 IPS TARGETED SPORT REVIEWS The 2013 IPS Targeted Sport Review meetings were held upon the completion of the respective winter and summer competitive seasons. Six IPS Targeted Winter Sport Review meetings were held from April 23-24, 2013 and 13 IPS Targeted Summer Sport Review meetings were held from October 21-24, 2013. Building on the findings and recommendations from the 2012 IPS Review, the primary objectives of the 2013 IPS Targeted Sport Reviews were:

1. Establish an annual PSO High Performance Review process for the IPS targeted sports that uses an evidence-based approach to measure PSO progress across Best Practise and High Performance Results categories.

2. Enhance the quality of PSO High Performance Programs through a facilitated process inclusive of HP planning, HP program implementation and HP program reflection and review.

3. Develop vertical integration within the IPS through the participation of PSO, NSO, OTP, ViaSport, and B.C. Government (Sport Branch) representatives in the annual HP review process.

4. Rank the 2013 IPS Targeted Sports (see Appendix 1) 5. Transfer knowledge gained and lessons learned through the 2013 IPS Targeted Sport Review

process, across winter and summer sports, and to the entire B.C. HP sport system. KEY FINDINGS OF THE 2013 IPS TARGETED SPORT REVIEWS

1. The 2013 IPS Targeted Sport Review meetings and process provided an appropriate and

meaningful environment from which to evaluate performance across the 19 IPS targeted sport

programs (Best Practices, HP results tracking, and generic meeting agenda).

2. Participation of NSOs and OTP staff in the 2013 review meetings provided critical national

feedback for PSOs (and CSI) to confirm that the B.C. HP programs are tracking appropriately,

and identified where attention is required. Timing of these meetings was the key to the success of

the process in 2013. (IPS meetings preceded the NSO and/or OTP review meetings in both

winter and summer review periods).

3. A wide range in variability of vertical integration and NSO support to the B.C. PSOs exists across

the 19 sports targeted PSOs and their NSO partners.

1National teams are defined as those teams that represent Canada at Olympic, Paralympic and/or are determined by individual NSO

policies/criteria. B.C. athletes on national teams typically represent more than B.C.’s per capita (13%) share of Canada’s population. Sports included in the measure are the 19 IPS targeted sports in 2012/13. Performance target is 25%.

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4. Several PSOs and their NSO partners referenced a fundamental gap in both quality and quantity

of sport specific athlete and coaching talent pools in B.C.

5. PSO awareness of CSI/PacificSport and/or IPS programs and services is not optimal and several

gaps in knowledge/communication were identified (Athlete Services, Canadian Sport School,

IGNITE™, IPS Sport technical sessions, etc.)

6. Targeted sports not included within the Canada Games or Canada Winter Games requested an

adjusted HP score (total HP score = 12). The CSI Pacific and B.C. based performance partners

recognize this need, and will work with our PSO and NSO partners to generate solutions to be

implemented by the 2014 IPS targeted sport reviews.

7. Best Practices (for a complete review of the BP and HP Scoring process – see Appendix 2)

a. On time submission of reporting documents led to maximal engagement and

communication between PSO, NSO and CSI partners within the review process.

b. Coach mentorship, recognition and professional development success stories within PSO

HP programs need to be shared across the B.C. HP Sport Sector.

c. IPS sport technical sessions offer PSO coaching staff an opportunity to access many

professional development topics/themes. PSOs requested to be better engaged in the

planning of these sessions to ensure: optimal timing of, and topic areas within, are of

seasonal relevance.

d. In general the cost of Functional Assessments (or musculo-skeletal screening) and

follow-up monitoring is prohibitive for many PSOs.

e. HP program and targeted athlete benchmarks continue to be a challenge for many PSOs

to determine, monitor, and optimize.

f. Many PSOs discussed the relevance of concussions within their sports.

g. Overall, there was improvement in best practice scores with an increase of number of

sports at all levels (40pts, 50 pts. and 55 pts., Table 2)

8. HP Score:

a. Although most individual targeted sports have had a change in the performance score,

overall there has been a small improvement in performance scores evidenced by more

targeted sports scoring a minimum of 25 pts., and more sports reaching above 35 pts.

(Table 3)

Table 3: IPS High Performance Scores

Performance Score (Max = 40) Number of Sports

2011-12 2012-13*

= or > 25pts 13 14

= or > 30pts 9 6

= or > 35pts 1 3

Table 2: IPS Best Practice Scores

Best Practice Score (Max=60) Number of Sports

2011-12 2012-13*

= or > 40pts 14 15

= or > 50pts 8 10

= or > 55pts 2 3

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BEST PRACTISE EXAMPLES Strong partnership and alignment between PSO and NSO High Performance programs were evident in select 2013 IPS Targeted Sport Review meetings. Rowing BC and Rowing Canada Aviron, in partnership with the Canadian Sport Institute, have developed a Management team structure through a letter of understanding that provides the oversight and HP direction for the three full-time High Performance Talent Development coaches in B.C. Now in the fourth year of operation, the Row to Podium program ensures these three coaches

2 work collaboratively, with a shared HP vision, to provide coaching and

technical leadership for the IPS targeted athletes and mentorship for club coaches within the Rowing High Performance Athlete Development pathway in B.C. A similar HP Athlete and Coach Development framework exists within the sport of skeleton, where the PSO, NSO and CSI (the management team) provide technical oversight, and HP program leadership for the IPS targeted athletes and the provincial coach

3 for Skeleton BC.

In both of these targeted sport examples the NSO sets the HP vision for the sport in B.C, and closely works with the B.C. partners to implement the HP programs. It is also acknowledged that the PSO may be best positioned to lead the HP vision for their sport in B.C. The decision on such leadership would be a collaborative one inclusive of the above partners, based on expertise, capacity, and opportunity within the respective sport. Regardless of whether the PSO or the NSO lead – the benefits of this shared HP vision include NSO/PSO/CSI clarity on:

• The optimal HP Athlete Development Pathway, inclusive of roles and responsibilities for supporting

B.C. athletes along this pathway.

• Actual quality and quantity of athletes currently within the B.C. HP athlete talent pool, and what steps

(if any) need to be taken to address any gaps in this pool.

• Optimal HP Coaching pathway. The B.C. coaching pool is well mapped out, and includes coach

professional development needs and plans for their individual coaches to succeed at the international

level.

These unique B.C. based partnerships between PSO, NSO, and CSI Pacific leverage the available HP government funding (provincial and federal CSI funding, as well as IPS targeted sport funding) in B.C to deliberately support the HP developmental athletes (and coaches who support these athletes) who are 8-5 years out from the Olympic podium. Not only does this model optimize the HP athlete and coach development environment in each sport, it also creates a truly aligned reporting and accountability framework that all partners can easily monitor and manage. With all of the above said, it is believed that other IPS targeted sports may benefit from such a management team, and accountability structure, where the sharing of resources and technical expertise across the PSO, NSO and CSI may lead to more targeted HP resource allocation and maximal performance impact for all partners. The ongoing success of the IPS targeted sport program is in great part due to the positive evolution of the relationships between the various performance partners in B.C. These relationships ensure critical review, reflection, and strong planning form the basis for all decision making within the high performance context within B.C. The IPS tracking and monitoring tools are always in a state of development, based on the critical feedback from our PSO partners, and close analysis of national and international best practice.

2 In the Rowing model two coaches are employed by the PSO (1 provincial coach, and 1 regional coach), and one

coach is an employee of the CSI (TDP coach). 3 In the Skeleton model the coach is an employee of the PSO.

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Through the 2013 review process a great deal of discussion and information was shared and through this collaborative process the following recommendations are put forward to support the continued success of our B.C. athletes and coaches on the national and international stage. RECOMMENDATIONS The following recommendations are based on the current HP landscape within B.C., and on the IPS Targeted Sport Reviews from 2013. These recommendations may be adjusted based on the findings from the 2013/14 B.C. Sport Sector High Performance review. 1. IPS Targeted Sport Review process to continue to serve as the primary means to rank PSOs in high

performance, and when necessary, determine the allocation of IPS targeted and regional coach

funding.

2. Following on the 2012 IPS review and recommendations, it is recommended that an overall IPS

targeted sport score of > 65 points be the minimal score for inclusion in the 2015 IPS Targeted Sport

Program. This policy would be most effective if sports are given as much advance warning as

possible. A final decision on this is time sensitive.

3. All IPS targeted sports to receive notification of this minimal requirement, within their FY 2015

ViaSport contribution agreement.

4. NSOs and CSI Athlete Development Advisors to establish formal quarterly meetings with the PSOs to

facilitate ongoing tracking of progress against BP and HP results metrics such as HP program and

athlete benchmarking. During Canada/Canada Winter Games years, these quarterly meetings will

alleviate the perceived need to organize separate “Games reporting” meetings between the PSO and

ADA. For HP regional coach program recipient sports and non-targeted sports – the annual review

process between the PSO and CSI Pacific ADA is maintained.

5. CSI Pacific to work closely with the NSOs and PSOs from targeted sports to evaluate the IPS

targeted athlete criteria for the sport, ensuring that the criteria appropriately targets athletes who are

progressing upwards on the HP athlete development pathway.

6. As above, the performance partners to work collaboratively to evaluate the IPS targeted coach criteria

for each targeted sport, and that the resulting list of IPS targeted coaches aligns with the HP coach

depth chart of the NSO.

7. CSI Pacific, ViaSport, and the PSOs to agree on a streamlined process for collecting appropriate IPS

targeted athlete and coach information into a central database to ensure adequate longitudinal

tracking of these HP athletes and coaches within the B.C HP sport system. The process will be led by

CSI Pacific, and supported by ViaSport.

8. On time submission of the 2014 IPS Targeted Sport Review documentation to be a mandatory

deliverable for all IPS targeted sports, referenced as such within FY 2015 PSO contribution

agreements with ViaSport.

9. In order to facilitate a more meaningful and streamlined IPS Targeted Sport Annual Review process

for all partners, PSOs to be required to report on year to date HP budget actuals during future IPS

targeted sport review processes.

10. All B.C. high performance partners to commit to a consistent annual calendar for the IPS targeted

winter and summer reviews. Winter reviews to take place the last week of April, and summer reviews

to take place the 3rd

week of October.

11. The Canadian Sport Institute to provide ongoing (monthly) updates to IPS targeted sports on the

status of IPS targeted athlete registrations with the CSI / PacificSport regional centres and programs

being offered.

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12. CSI Pacific to continue to offer IPS sport technical sessions to all PSOs in B.C. Topics to be

determined in discussion with PSOs, but may include;

a. Best Practice sharing (coaches to share successes and challenges within their HP

environments)

b. Sport Readiness Assessment Tool (an inexpensive, coach driven process that is available for

PSOs to self-administer as an alternative to Functional Assessments)

c. Athlete Benchmarking and Monitoring

d. Concussion prevention and management

e. CSI Pacific programs and services available to IPS targeted athletes and coaches

13. Adjust % National Championship medal category for team sports. See Appendix 3 for rationale and

changes.

14. Remove reference to high concussion sports as a separate category within Best Practises - Medical

Services. See Appendix 4 for rational and changes

CONCLUSION The 2013 IPS targeted sport review meetings brought together the 19 targeted PSOs, their supporting NSOs, OTP, CSI, ViaSport, and the B.C. Sport Branch partners, with the deliberate purpose of reviewing and furthering B.C. High Performance athlete and coach performances across winter and summer sport. The continued progression of B.C. athletes onto national teams is a direct benefit of the ongoing investment by the performance partners towards athletes, coaches and technical support within the IPS. The review meetings enabled the sharing of best practises both vertically (within the individual sports) and horizontally (across the 19 sports) within B.C, and also nationally with our NSO and OTP partners. It is the deliberate focus on performance, accountability, and sharing, as evidenced within the IPS targeted sport review process that ensures B.C. continues to be a model high performance athlete development system within Canadian sport.

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APPENDIX 1: 2013 TARGETED SPORT REVIEW DATA

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APPENDIX 2: BEST PRACTICES GENERAL CONCEPTS FOR TARGETED SPORTS

Evaluation

- The Best Practice section is assigned a grade between 1 (lowest) – 4 (highest). Grade 1 is worth 1 point, Grade 2 worth 2 points, etc. Half points are not assigned.

- There is a minimum standard to receive Grade 1. If the minimum standard isn’t met, a score of 0 is assigned.

- The evaluation of best practices are as follows:

A. High Performance Program Results (40%) i. BC Athletes on National Teams (10%) ii. BC Athletes/Teams with Top 3 Finishes at National Championships (10%) iii. Canada Games Results/Rankings (10%) iv. BC Athletes Performing on the World (Development) Stage (10%)

B. Best Practices (60%)

i. High Performance System Evaluation (20%) ii. Organizational Readiness Evaluation (10%) iii. Provincial Coaching Evaluation (10%) iv. Performance Enhancement Services Evaluation (10%) v. Medical/Para-Medical Evaluation (10%)

Reminder: To get credit for completion of any of the best practices tasks, evidence must be available and provided to the appropriate Athlete Development Advisor on their request. To get credit for any planned item (benchmarks, KPIs, evaluations, etc), evidence of the plan must be provided to the appropriate Athlete Development Advisor prior to the planned event taking place.

General Concepts for High Performance Program Results: Evaluations of PSO High Performance Program Results include:

1. BC Athletes on National Teams (10%) • More than BC population base share (i.e. 13%) of national team members

• BC athletes can survive the national team experience - Athletes have a broad skill base that enables them to meet the national team program

requirements (appropriate for a rookie or sophomore national team member)

• High rate of converting Level 1 and 1A athletes onto national senior teams

2. BC Athletes/Teams with Top 3 Finishes at National Championships (10%) • More than BC population base share (i.e. 13%) of total medals won

3. Canada Games Results/Rankings (10%) • More than BC population base share (i.e. 13%) of total medals won (applies to Games year only)

• High ranking in Canada Flag points (applies to Games year only)

• High provincial ranking amongst Canada Games eligible athletes (applies to non-Games years only)

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4. BC Athletes Performing on the World (Development) Stage (10%) • BC athletes performed well on the world development stage (excluding World Senior Events)

- BC athletes qualify as part of NSO selected teams in annual world events such as World Juniors or World U23’s

- BC athletes perform well in annual world events such as World Juniors or World U23’s Note: Age groups will vary by sport.

General Concepts for Best Practises: A. High Performance System Evaluation (20%)

Best practices of High Performance Systems include, in no particular order: 1. Develop and maintain a targeted athlete list

• Clear criteria and documented

• Criteria approved by external body (CSC Pacific or “other”)

• Transparent and well publicized/circulated 2. PSO must be able to measure program impact on targeted athletes

• Minimum IPS Level 2 and higher for large sports (IPS Level criteria available through CSC Pacific)

• IPS Level 3 and higher for small sports

• Maintain a list of individual (team for team sports) performance benchmarks (planned/actual) - Results (score, placing, time, etc)

• Maintain a list of individual key performance indicators (planned/actual) - Factors that contribute to improved results but are not results themselves - i.e. fitness scores, field tests, hours trained, # of competitions, etc

• Maintain a list of high performance program benchmarks and key performance indicators

• Exceptions may be made for those athletes that are training full time at national training centres and centres do not provide the necessary information

3. PSO tracks athlete movement on targeted athlete list

• Keeps on each year’s targeted athlete list on file

• Tracks turnover (retirements, new athletes, active athletes that no longer make standards)

• Tracks graduation rates (3 to 2, 2 to 1a, 1a to 1, 1 to National)

• Tracks whether rookie graduates to national team are able to maintain their status on national team

• Conducts athlete exit interviews (higher level focused)

• Uses tracking information as one evaluation tool of the strategic plan (high performance components) and the high performance system

4. Athlete Pathway: Clear LTAD appropriate Key Performance Indicators (KPI) at major athlete

development steps

• Can be either what skills/experiences/education that an athlete has when completing a stage or what they should have to successfully graduate to a higher stage

• Though clear steps at all CS4L stages is important, in this context it would be limited to “high performance” which would start at the level where athletes are first targeted (or just before)

• Athlete pathway KPI’s are clearly articulated and documented

• Athlete pathway KPI’s are widely distributed to appropriate athletes, parents, coaches, clubs and associated sport enhancement providers

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• Athlete pathway KPI’s are used as reference material when determining individual and group KPIs

5. PSO must be able to measure program impact on targeted (high performance) coaches

• Targeted High Performance coaches include: - Provincial Coach - Regional high performance coaches - Coaches working with targeted athletes (i.e. other club coaches not funded through IPS)

� Coaches working with Level 2 athletes and higher (large sports) � Coaches working with Level 3 athletes and higher (small sports)

• Coach’s professional development needs are assessed based on their athlete needs (current and near future)

• Coach’s professional development needs are assessed on PSO High Performance needs (i.e. Canada Games, provincial camps, national championships, etc.)

• Individualized professional development plans are developed, implemented and evaluated

• Group professional development plans are developed, implemented and evaluated

• Assessed professional development needs and plan evaluations are considered when reviewing the overall High Performance plan and/or strategic plan

6. PSO ensures that appropriate competitive opportunities exist within the province for targeted athletes.

7. Organizational Readiness

• High Performance System context: - Deliverables are completed in a timely manner - HP Committee exists and is active - High performance system is coach driven and HP committee supported - PSO maintains copies of coaching reports, performance enhancement reports, test

results, performance results (corporate history) - Formal policies in place for codes of conduct, appeal procedures, harassment etc - Published (transparent) specific team selection process - Supervision of Provincial coach and/or regional coaches

8. PSO is able to measure impact of performance enhancement services 9. PSO is able to measure impact of medical/para-medical services Note: Though organizational readiness, performance enhancement and medical/para-medical services are considered to be important components of the High Performance System, the evaluation of these best practices occur in separate evaluations (organizational readiness, performance enhancement and medical/para-medical services evaluations respectively)

B. Organizational Readiness Evaluation (10%)

Best practices of Organizational Readiness include, in no particular order: 1. Timely Completion of Deliverables

• Clear understanding on what the deliverables are and their associated deadlines

• Clear understanding on who has organizational responsibility for completion of deliverables

• Plan developed to ensure deliverables completed at appropriate time

• Deliverables are completed and submitted on time 2. Timely Completion of Materials Required for End of Year Review

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• Clear understanding of the review process

• Clear understanding of what the PSO promised to deliver in the application process

• Clear understanding of the required materials that are to be delivered/made available in the review process (this is dependent on which items in the evaluation tools the PSO agrees will be completed)

• Clear understanding on who has organizational responsibility for completion of required materials for year end review

• Plan developed to ensure review materials are completed in a timely basis

• Review materials are completed/made available on time 3. Strategic Plan

• Provincial coach, regional high performance coaches (if applicable) and other key high performance coaches had input into the development/review of the strategic plan/operational plan (high performance program related)

• Strategic plan/operational plan (high performance program related) have specific, measurable objectives

• Each objective has a person(s) assigned with responsibility of oversight/reporting

• Objectives are annually reviewed and reported on

• Strategic plan/objectives are publicized/widely distributed (i.e. website) 4. Organizational Policies

• Formal policies in place for codes of conduct, appeal procedures, harassment, etc.

• Policies are readily available

• List of policies are publicized/widely distributed (i.e. website)

• Plan for review of policies is in place

• Review plan is implemented 5. Succession Plans for Key Technical Personnel

• Succession plans are in place for key technical personnel

• Normal service (coaching, etc) to targeted athletes is not disrupted during coaching changes

• Ability to submit deliverables or end of season review materials is not disrupted by coaching, technical staff or High Performance committee changes

6. Corporate History

• Records kept of coaches reports, committee reports, performance results, test results

• During key staffing changes, key data is retained by the organization

7. Administrative support to funded coaches

• Supervision of contractual obligations of the provincial coach

• Supervision of contractual obligations of regional high performance coaches

• Ensure that coach evaluations occur (informal/formal) whether they are conducted by athletes, peers, administrators, or self

• Provide an environment where funded coaches can meet their professional development needs

• Timely decisions are made on approvals of coaching recommendations when approvals are required

C. Provincial Coach Evaluation (10%) Note: PSOs will either complete the checklist for part I for provincial coaches coaching athletes, or part II for coaches of coaches.

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Part I. Coach of Athletes

Best practices for Provincial Coaches coaching athletes include, in no particular order: 1. Experienced Coach

• More than 5 years coaching experience

• NCCP certified Level III/Competition Development certified

• Has coached provincial level or higher

• Respected by other coaches in the province

• Demonstrated success in the past (i.e. winning coach) 2. Contact Time

• Full time, year round coach

• Has significant face to face contact time with athletes being coached 3. Measuring Impact

• Evaluates athletes in a number of technical and physical aspects throughout the year

• Uses other professionals to provide input into other influences on performance (i.e. medical or sport science related)

4. LTAD Approach and Planning

• Stage appropriate training plans

• Individual athlete training plans

• Comprehensive plans (technical, tactical, physical, mental) 5. Leading and Sharing

• Shares latest sport specific (system or technical related) information with other coaches in the province

• Leads general yearly training plan (YTP) structure per level and encourages coaches to adapt as per individual athlete needs

• Shares coach feedback with PSO and technical directors to assist progression of high performance

6. Ongoing Advancement of Coaching Effectiveness

• Uses expertise of NSO coaches, other PSO High Performance coaches and/or Technical Director/High Performance committee members to advance coaching effectiveness

• Has a formal professional development plan that includes formal and informal educational opportunities

• Participates in various forms of formal and informal coach evaluations through the year

7. Targeted coaching

• Majority of the athletes being coached are targeted athletes

• Majority of the athletes being coached are pursuing elite national level competitions or higher 8. Administration

• Keeps detailed records of training programs, diaries, results, etc.

• Forwards appropriate and complete documentation to PSO in a timely manner

Note: Integration of performance enhancement services and medical services are considered best practices of a provincial coach, as is playing a leadership role in the overall development of the high performance system. The evaluations of these best practices are found in the performance enhancement, medical/para-medical and high performance system evaluations respectively.

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Part II. Coach of Coaches

Best practices for Provincial Coaches coaching coaches include, in no particular order: 1. Experienced Coach

• More than 10 years coaching experience

• NCCP certified Level III/Competition Development certified

• Has coached provincial level or higher

• Respected by other coaches in the province

• Demonstrated success in the past (i.e. winning coach) 2. Contact Time

• Full time, year round coach

• Has significant face to face access to the coaches around the province (travel or hosting) 3. Measuring Impact

• Measures the impact of interacting with coaches 4. LTAD Approach and Planning

• Helps coaches direct stage appropriate training plans

• Helps coaches use LTAD appropriate KPIs at major athlete development steps as resource when developing and evaluating plans

• Provides assistance or other resources to help coaches build individual athlete training plans 5. Leading and Sharing

• Shares latest sport specific (system or technical related) information with other coaches in the province

• Leads general yearly training plan (YTP) structure per level and encourages coaches to adapt as per individual athlete needs

• Shares coach feedback with PSO and technical directors to assist progression of high performance

6. Ongoing Advancement of Coaching Effectiveness (Other Coaches)

• Evaluates coaches in coaching effectiveness and technical knowledge

• Helps coaches assess professional development needs and develop/implement professional development plans

• Participates in various forms of formal and informal coach evaluations periodically through the year

7. Personal Development

• Uses expertise of NSO or other high performance coaches to advance personal coaching effectiveness

• As a personal formal professional development plan that includes formal and informal educational opportunities

• Participates in various forms of formal and informal coach (personal) evaluations periodically through the year

8. Targeted coaching

• Majority of the coaches that are targeted are coaching targeted athletes

• Majority of the coaches that are targeted are coaching athletes that are pursuing elite national level competitions or higher

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9. Administration

• Keeps detailed records of interactions with coaches

• Forwards appropriate and complete documentation to PSO in a timely manner

D. Performance Enhancement Services Evaluation (10%)

Performance enhancement services refer to services provided to athletes and/or coaches that are beyond the normal scope of practice of the coach for that sport. Service providers have additional training outside of normal coach education pathways. As there is a continuum between performance enhancement services and medical/paramedical services, please refer to the medical/paramedical evaluation if you are unsure which evaluation the service falls under. Best practices of performance enhancement services includes, in no particular order: 1. Attempt to learn from the past

• Know why performance enhancement services were engaged in the past

• Know what worked and what didn’t

• Know why services worked and didn’t work in the past

• Know what general trends were (across the entire sport) vs individual athlete or club

• Records detailed enough so can determine above points

• Corporate history – copy in office so doesn’t leave with coach or service provider 2. Attempt to prepare for the future

• Be aware of performance/training gaps of when an athlete first joins the national team

• Know which gaps are best dealt with at the PSO level vs the NSO level 3. Measuring Impact

• Take periodic measures to see if performance enhancement services making an impact 4. Consistency

• Though tweaking/improving is inevitable, test protocols or type of service shouldn’t be dramatically changing every year

• Avoid jumping on the latest bandwagon service

• Consistent performance enhancement service personnel

5. LTAD Appropriate/Targeting

• Appropriate service for each stage of development

• Level 1 athletes getting individualized service based on athlete needs

• PSO’s athlete pathway has identified key minimum skills/education/performance indicators at each major step of athlete pathway and performance services addresses gaps

6. Planning

• Services are appropriately planned in the training year

• Performance service plans are included in the PPT

• Service debriefing is planned ahead of time – indicated in the PPT

• Quadrennial/ multi -year planning for Canada Games team or other HP teams

7. Sharing

• Provincial Coach, HP Regional Coaches and other key HP coaches/TD or appropriate HP committee member meet and review progress of Level 1 and 2 athletes (performance service indicators and their relationship to athlete benchmarks/KPIs)

• Key group findings are distributed to other coaches

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8. Implementation

• Performance enhancement plans are implemented as outlined in PPT

• Service debriefing occurred as outlined in PPT

9. IST Team

• IST has members from more than 1 discipline

• IST meets provincial coach, HP regional coaches, other key HP coaches and TD/HP committee member as a group and not individual providers

E. Medical and Para-Medical Services Evaluation (10%) As there is a continuum between Medical/Para-Medical Services and Performance Enhancement Services, for this best practices evaluation, medical/para-medical services are defined as either assessing “normal, good health”, preventative care for “normal, good health” or helping athletes to attain “normal, good health”. In terms of post-injury, returning to “competitive readiness” would also fall under medical and para-medical services. Best Practices for medical and para-medical services include, in no particular order: 1. Attempt to learn from the past

• Know why medical/para-medical services were engaged in the past

• Know what worked and what didn’t

• Know why services worked and didn’t work in the past

• Know what general trends were vs. individual

• Records detailed enough so that above points can be determined

• Corporate history – copy in the office so that information doesn’t leave with the coach or service provider

2. Measuring Impact

• Take periodic measures to see if medical/para-medical services are making an impact 3. Consistency

• Though tweaking/improving is inevitable, test protocols or type of service shouldn’t be dramatically changing every year

• Avoid jumping on the latest bandwagon service

• Consistent medical/para-medical service personnel 4. Targeting

• Level 1 athletes getting individualized service based on athlete needs

5. Planning

• Health screening services are appropriately planned in the training year

• Health screening service plans are included in the PPT

• Service debriefing is planned ahead of time, as indicated in the PPT

• Multi-year/quadrennial plans are in place for Canada Games and/or other high performance teams

6. Sharing

• Provincial coach, regional high performance coaches, other key high performance coaches and Technical Director/High Performance committee members meet and review medical/para-medical issues of Level 1 and 2 athletes (respecting individual privacy concerns)

• Key group findings are distributed to other coaches

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7. Implementation

• Medical/Para-medical screening plans are implemented as outlined in PPT

• Service debriefing occurred as outlined in PPT 8. IST Team

• Team has medical/para-medical person

• Team with medical/para-medical person meets coaches/Technical Director as a group and not individual providers

9. Sports with history/risk of specific long-term health issues

• Sports with history/risk of concussion have “return to competition” rules. These sports include: sports that compete with helmets on, contact sports, and sports that have high risk of serious falls/collisions.

• Coaches of concussion risk sports are up to date on best practices of coach’s role in concussion injuries

• Coaches of sports with history/risk of dietary issues are up to date on best practices of coach’s role in dealing with these issues. These sports include: endurance sports, judged sports, and weight class sports.

10. Delivery of Preventative Care Provided and Tracked 11. Injury Management

• Quick access to acute injury treatment

• Good transition in service from focusing on “healing/return to normal health” to “return to competitive fitness.

Grouping of Sports for this particular Best Practices Evaluation:

- Category A – sports that have no history of concussions or dietary issues directly related to the sport

- Category B – sports that are identified as having higher risk of concussion - Category C – sports that are identified as having higher risk of dietary issues directly related to

the sport - Category D – sports that fall under both Category B and C

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APPENDIX 3 HIGH PERFORMANCE SCORING ADJUSTMENTS FOR 2014 % National Championships Medals In % National championship medals, team sports were broken into two groups – those with > 1 national championship (i.e. senior, junior, male, female, etc.), and those team sports with only one national championship (i.e. only a senior national championships and no other national championship options). For 2014, the group with only one national championship is a new group with new criteria. Rationale

• The previous criteria were written assuming that all team sports would have more than one national

championship. In 2013 we had a situation where a sport only had one national championship.

Applying the previous criteria as written, if the sport won a medal, the sport would score Grade 4; if

they did not win a medal, the sport would score Grade 0.

• For 2014, the criteria will be based on placing and scoring is similar to how Canada Games flag

points are scored.

Specifically: a. Grade 1 Top 6

b. Grade 2 Top 4

c. Grade 3 Top 3

d. Grade 4 Top 2

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APPENDIX 4 BEST PRACTICES SCORING ADJUSTMENTS FOR 2014 Medical Services – Concussion Workshop Rationale

• The previous criteria were written based on assumptions that there were various levels of concussion

risk across all sports. In consult with all 19 targeted sports in the 2013 review process, there was

general consensus that concussion awareness and education of all coaches and athletes is critical.

For 2014, reference to high concussion sports as a separate category within Best Practices - Medical Services will be removed. Coach attendance at a concussion workshop

will become optional tasks in Grades 1-3, and coach

attendance at a concussion workshop (minimum updating every four years) becomes a mandatory task for all sports to achieve a Grade 4 in Medical Services. Workshop participation could include a Sport Med BC, CSI Pacific workshop, or coach completion of the Coaching Association of Canada (CAC) “Making Head Way Concussion Awareness Online workshop / tool”.