NPUA Umpire Coaching Strategy 2010

NPUAUmpire

Coaching Strategy 2010

VISIONVISION

“ “By 2013 Hockey across By 2013 Hockey across England will have a world England will have a world leading umpire coaching leading umpire coaching system, which will deliver system, which will deliver active, skilled and appropriately active, skilled and appropriately qualified umpire coaches to qualified umpire coaches to every stage of our umpire every stage of our umpire pathways”pathways”

PERFORMANCE UMPIRING PERFORMANCE UMPIRING PLANPLAN

““Ensure that umpires, umpire Ensure that umpires, umpire coaches and umpires managers are coaches and umpires managers are given the best opportunity to given the best opportunity to maximise their potential” PUPmaximise their potential” PUP

The NPUA coaching strategy looks at The NPUA coaching strategy looks at the big picture for:the big picture for:

Our Level 3 Coaches, Coach Our Level 3 Coaches, Coach Candidates, and Coach AssessorsCandidates, and Coach Assessors

WHY IS IT IMPORTANT?WHY IS IT IMPORTANT?

Our objective as NPUA is to be one of Our objective as NPUA is to be one of the leading umpiring associations in the leading umpiring associations in the world.the world.

We believe that our work on coaching We believe that our work on coaching can be pioneering – further enhancing can be pioneering – further enhancing the reputation of NPUA internationallythe reputation of NPUA internationally

Thus improving your chances on the Thus improving your chances on the international stage – as well as those international stage – as well as those of our umpiresof our umpires

BACKGROUNDBACKGROUNDWhy do we need to change?…..Why do we need to change?….. Recognise that approach has not Recognise that approach has not

always met the needs of umpires and always met the needs of umpires and umpire coachesumpire coaches

Delivery sometimes patchyDelivery sometimes patchy Quality of coaching not consistently Quality of coaching not consistently

reviewedreviewed UK Sport identifying need for UK Sport identifying need for

framework around awards for framework around awards for coaching of officialscoaching of officials

THE STRATEGYTHE STRATEGYOverall ObjectivesOverall Objectives

A system that develops coaches at A system that develops coaches at national programme level – matching the national programme level – matching the needs of the umpire to the most suitable needs of the umpire to the most suitable type of coachtype of coach

An umpire development pathway that An umpire development pathway that values coaching as the primary route to values coaching as the primary route to improved performanceimproved performance

Recognition that not all coaches are all Recognition that not all coaches are all able to coach effectively at all levelsable to coach effectively at all levels

But that progression is vitally important at But that progression is vitally important at all levelsall levels

Overall Objectives – cont’dOverall Objectives – cont’d A desire to offer development and A desire to offer development and

progression to allprogression to all To recognise the international To recognise the international

opportunities that have emerged opportunities that have emerged through opening up of the FIH through opening up of the FIH Umpire Managing criteria and to Umpire Managing criteria and to ensure that there is a fair means of ensure that there is a fair means of selecting those who should progress selecting those who should progress to that level, ensuring that they are to that level, ensuring that they are best prepared for the role.best prepared for the role.

WHERE WE ARE NOWWHERE WE ARE NOW

Coaching sometimes perceived as poor Coaching sometimes perceived as poor relation to assessmentrelation to assessment

Progression structures not clearly definedProgression structures not clearly defined Existing panels not operating effectivelyExisting panels not operating effectively Coach assessment focussed on candidates Coach assessment focussed on candidates

with little ongoing assessment of active with little ongoing assessment of active coachescoaches

Coaches not feeling valued by umpires and Coaches not feeling valued by umpires and NPUA – given in part due to failure to NPUA – given in part due to failure to deliver on past promisesdeliver on past promises

ON THE POSITIVE SIDE ON THE POSITIVE SIDE We have:We have:

A firm commitment to coaching at Exec A firm commitment to coaching at Exec Level and in NPUA strategyLevel and in NPUA strategy

Delivered our first coaching conferenceDelivered our first coaching conference A coaching DVD resource availableA coaching DVD resource available Established links into EHB plans for coach Established links into EHB plans for coach

development – with some really far development – with some really far reaching coaching ideasreaching coaching ideas

A committed and enthusiastic group of A committed and enthusiastic group of coaches who we want to utilise and developcoaches who we want to utilise and develop

WHAT HAVE WE DONE SO WHAT HAVE WE DONE SO FAR?FAR?

Separate coach strategy day in January Separate coach strategy day in January 2010 – 6 people discuss and brainstorm2010 – 6 people discuss and brainstorm

Sandy writes strategy document and Sandy writes strategy document and delivers to NPUA Exec - June 2010delivers to NPUA Exec - June 2010

Strategic Working Group established July Strategic Working Group established July 2010 comprising Liz Pelling, Sandy Richards 2010 comprising Liz Pelling, Sandy Richards andandMartin TwistMartin Twist

Further refinement with input from Anne Further refinement with input from Anne Baker (EHB Coach Manager)Baker (EHB Coach Manager)

NPUA Conference – your turn to inputNPUA Conference – your turn to input

NEW APPROACHNEW APPROACH We have developed a new system that We have developed a new system that

recognises everyone's skillsrecognises everyone's skills Given the levels of resource available, we Given the levels of resource available, we

want to change emphasis from a fully want to change emphasis from a fully administered solution to something more administered solution to something more self-administered and self-deliveredself-administered and self-delivered

And in the spirit of this, we need more self And in the spirit of this, we need more self reflection and evaluation – honesty is keyreflection and evaluation – honesty is key

You help us determine where you are in You help us determine where you are in your development and what you need to your development and what you need to maintain and enhance your skillsmaintain and enhance your skills

SELF-HELP CONCEPTSELF-HELP CONCEPT

Becoming well established amongst Becoming well established amongst umpiresumpires

We want to enable a similar structure We want to enable a similar structure for umpire coachesfor umpire coaches

With centrally developed resources With centrally developed resources and support mechanismsand support mechanisms

But where delivery is owned and But where delivery is owned and accessed by the coaches themselvesaccessed by the coaches themselves

HOW WILL THIS WORK HOW WILL THIS WORK IN PRACTICE?IN PRACTICE?

Coaching strategy led by a small Coaching strategy led by a small group to concentrate on new group to concentrate on new development development

Strategy delivery and operational Strategy delivery and operational aspects to be led by a different group. aspects to be led by a different group. We will be recruiting to that group in We will be recruiting to that group in the near futurethe near future

In the interim, John Litchfield will lead In the interim, John Litchfield will lead operational aspectsoperational aspects

THE OTHER BIG CHANGE:THE OTHER BIG CHANGE:

A move from current panels to a new A move from current panels to a new matrix approach to coach matrix approach to coach development which recognises and development which recognises and values different areas of expertisevalues different areas of expertise

Supported by detailed draft criteria Supported by detailed draft criteria for progression between different for progression between different levelslevels

THE MATRIX PRINCIPLETHE MATRIX PRINCIPLE

Recognise different types of coachesRecognise different types of coaches Help us to be more thorough in Help us to be more thorough in

coach evaluationcoach evaluation Identifies successes, strengths and Identifies successes, strengths and

areas for developmentareas for development Targets where coaches will be most Targets where coaches will be most

effectiveeffective

ExampleExample

CoachCoach

Joe BloggsJoe BloggsStarterStarter ExpertExpert EliteElite

High PerformanceHigh Performance XXTalent & PerformanceTalent & Performance

DevelopmentDevelopment XXYouthYouth XX

IDENTIFIED SKILL SETS IDENTIFIED SKILL SETS

For each type of coach:For each type of coach: Role and DescriptorRole and Descriptor Skills and Experience required – Skills and Experience required –

Essential and DesirableEssential and Desirable Qualifications and Training Qualifications and Training

required – Essential and Desirablerequired – Essential and Desirable Coaching EnvironmentCoaching Environment

PLACEMENT & PLACEMENT & PROGRESSIONPROGRESSION

Self-assessmentSelf-assessment Independent assessmentIndependent assessment Demonstration of identified criteriaDemonstration of identified criteria

Understanding that:Understanding that: We will never be perfect - not We will never be perfect - not

everyone will reach the elite stageseveryone will reach the elite stages We will have to choose which umpire We will have to choose which umpire

coaches we invest in coaches we invest in

ACTIVITYACTIVITY

Groups to discuss each coach skill setGroups to discuss each coach skill set

Do you agree with the criteria?Do you agree with the criteria?Should any be added?Should any be added?Should any be developed further?Should any be developed further?

Feedback notes go to the strategic working Feedback notes go to the strategic working groupgroup

Top line observations shared with meetingTop line observations shared with meeting

15 minutes15 minutes

GROUPSGROUPS

DevelopmenDevelopmentt

High High PerformancePerformance

YouthYouth Talent & Talent & PerformancPerformancee

Colin Colin Barthorpe Barthorpe Paul Paul Box-GraingerBox-Grainger

Sarah BushSarah Bush

Jackie GibbsJackie GibbsHamish Jamson Hamish Jamson Rajiv KhannaRajiv Khanna

Geoff BlakemanGeoff Blakeman

Dawn BonnerDawn Bonner

Allan HolliwellAllan Holliwell

Andy MairAndy MairMargaret Margaret McLoughlinMcLoughlin

Val SassallVal Sassall

Alan BuddAlan Budd

Sue HowardSue Howard

Tony KelleherTony Kelleher

David LaneDavid Lane

Nick LockhartNick Lockhart

Sandy Sandy RichardsRichards

Julia GillJulia Gill

Dawn Dawn HenningHenning

Louise KnipeLouise Knipe

John John LitchfieldLitchfield

Terry Terry NorwoodNorwood

Liz PellingLiz Pelling

Jo PennycookJo Pennycook

FEEDBACKFEEDBACK

Top-line feedbackTop-line feedback 5 minutes per group5 minutes per group

TIMELINE – Year 1TIMELINE – Year 1 SWG updates skill sets and distributes by SWG updates skill sets and distributes by

end October 2010 with completion end October 2010 with completion guidelinesguidelines

End December 2010 – All coaches to End December 2010 – All coaches to complete matrix – honest self evaluationcomplete matrix – honest self evaluation

SWG focus on coach assessor element SWG focus on coach assessor element (assessors identified)(assessors identified)

End May 2010 – coaches progress skill setsEnd May 2010 – coaches progress skill sets Candidates need to make themselves Candidates need to make themselves

available to coachavailable to coach

TIMELINE - Year 2TIMELINE - Year 2

Assessors complete IAAPS training by Assessors complete IAAPS training by December 2011December 2011

Trained assessors come on lineTrained assessors come on line Assessments start February 2012Assessments start February 2012 Advancement of coaches based on Advancement of coaches based on

competence based skillscompetence based skills Ongoing coach self evaluation and Ongoing coach self evaluation and

development with SWGdevelopment with SWG

QUESTIONS AND QUESTIONS AND CHALLENGESCHALLENGES

Funding?Funding? How much would a coach / candidate How much would a coach / candidate

expect to pay?expect to pay? How much time are they prepared to How much time are they prepared to

give to training?give to training? Resources – Regional office supportResources – Regional office support Be aware – ‘Licensing to practise in Be aware – ‘Licensing to practise in

an environment’ is comingan environment’ is coming

QUESTIONS ?QUESTIONS ?