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High Performance Sport and The Road to Excellence

High Performance Sport and The Road to Excellence. Alex Baumann. ‘The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.’ Michaelangelo. Performance Management. Elements Critical for High Performance Sport.

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High Performance Sport and The Road to Excellence

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  1. High Performance Sportand The Road to Excellence Alex Baumann

  2. ‘The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.’ Michaelangelo

  3. Performance Management

  4. Elements Critical for High Performance Sport • Adequate resources with appropriate targeting and prioritisation to achieve quality results • Having the right people in the right positions • Having a coordinated and integrated system with minimal duplication

  5. Ingredients for Success

  6. ‘It’s not the strongest or the most intelligent that survives but the most responsive to change.’Darwin

  7. Road to Excellence Vision To have the necessary resources, leadership and high performance programming available to achieve podium success in the future

  8. Philosophy Athlete Centred, Coach Driven, Service Supported (Performance Based)

  9. Strategic Priorities for RTE Continue to play an advocacy role to secure additional funding for summer sports with podium potential Continue to focus on Coaching/Technical leadership Continue to focus on improving the quality of support services in Canada Target specific initiatives for intervention leading up to the Beijing Games

  10. Strategic Priorities Continued ● Target certain provinces for engagement with RTE and the high performance system. ● Build a team of highly qualified staff including the recruitment of technical advisors.

  11. Immediate Program Priorities ● Focus on enhancing Coaching and Technical Leadership ● Improve the quality of Support Services

  12. Recent Inititiaves ● The Olympic and Paralympic Coach Professional Development Program ● Performance Technology position established ● Review of CSC’s (in conjunction with Sports Centre Presidents) ● Facilities Survey (Advocacy Role)

  13. Challenges for Canadian Sport • We need to clearly delineate roles and responsibilities across the board to ensure there is an integrated approach • There are not enough highly qualified support service experts and quality coaches in the country • Performance Technology is an area that could be used more effectively

  14. Challenges Continued • There continues to be fluctuation in the vision, willingness and ability of many National Sport Organisations (NSOs) to support high performance • There is little vertical integration (NSO, PSO, Regional and Club level) for some sports • Political will to resource a quality national high performance system is lacking (particularly on the summer side)

  15. Positive Elements ● There is momentum and will to improve and change the system ● There is a renewed focus on excellence in this country ● Key stakeholders and funding partners are united with a shared vision (COC, Sport Canada, CPC and Canadian Sport Centres)

  16. Positive Elements Continued ● There is potential to develop a world class system that is sustainable ● We have some very good people working in the system ● Critical analysis and monitoring of performance is starting to occur (accountability) ● There is an increased focus on targeting and prioritisation

  17. ‘Getting together is a beginning. Keeping together is progress. Working together is success.’ Henry Ford

  18. High Performance Coaching Environment • Increasingly Complex • More Science and Technology available • Increasing accountability pressure • Increasing drive for efficiency (doing more with less)

  19. Australian HP System • Owners of National Programs – National Sporting Organisations (NSO) • Major Funding Support • Australian Sports Commission • 2007/08 $140 Million (includes Australian Institute of Sport) • State Institutes and Academies - $40 Million

  20. Establishment of Institutesand Academies

  21. National Network ofInstitutes/Academies • Partner Sports in program delivery • Provide Daily Training Environment • Training Facilities & Coaching support • Sports Science & Medicine support • Athlete Career & Education support

  22. Group Sport Manager SIS/SAS Management Sport Community Media Physiotherapist Doctor Network coaches Strength & Conditioning Coach Administrator Biomechanist Assistant Coach Coach Athletes Parents & Partners Performance Analyst High Performance Manager Partner/family Psychologist NSO CEO Facilities Skill Acquisition Scientist NSO Board Physiologist Other technologies Other coaches

  23. Coach-Athlete Coach Driven = Medals (Results)

  24. Implications for Coaches • Management skills • Achieving the right balance – the art of coaching • On-field vs Off-field activities • Mix of inputs to the program • Planning!!!

  25. NTIS NTC Men’s Hockey Program QAS NTC AIS/National Team WAIS NTC SASI NTC NSWIS NTC ACTAS NTC VIS NTC TIS NTC

  26. Government Agencies Media Hockey Australia CEO Hockey Community Local Community Administration Coach Mgr Head Coach HP Mgr Athletes NTC NTC Athletes Coaches Athletes NTC Athletes NTC SSSM ACE NTC NTC NTC NTC Athletes Athletes Athletes Athletes Athletes

  27. Head Coach Time 80% off field activities Increasingly managerial focus 20% on field activities Assistant coaches increased role

  28. Role of Planning • Focus on Olympic cycle • Identify major priorities, initiatives & strategies • Strategy before structure • Sequence of strategic priorities over the cycle

  29. Living the Plan Planning is ongoing Feedback from staff & playing group to assess and reshape the plan Scheduled times for think tanks with players – where to now? Reviews of plan following competition periods

  30. The Evolution of the Plan • 2004 cycle • Key players based in Perth to understand the playing philosophy • Direct contact with developing athletes early in cycle • 2008 Cycle • More Senior athletes back in home environments • More travel for Head Coach overseeing individual athlete development • Coaching Manager & 3rd Perth based coach freeing up Head Coach

  31. Queensland Academy of Sport Components • Sport Programs • Athlete & Coach Support Services (ACSS) • Centre of Excellence for Applied Sport Science Research

  32. QAS Sport Programs • 25 Programs across 21 Sports • 26 Full Time Coaches • Individual Scholarships • International (14) and Development (11) Programs • Talent Search

  33. Athlete Coach Support Services • Sport Science • Strength and Conditioning • Athlete Career Education • Sport Medicine

  34. Centre of Excellence • Research Focus • Industry Placement Program • Project Funding • Technology Development

  35. QAS Swimming (Case Example)

  36. QAS Swimming Program The QAS directly employs the Head Coach and the Coach of the Queensland State Swimming Centre (QSSC) HC role (non-coaching, development of coaches, coordination of the program and services, and technical direction) The QAS also supports Network Coaches and Programs through individual MOU’s

  37. QAS Swimming ProgramResources QAS Cash contribution $318,750 NSO Cash contribution $110,000 NSO SIS/SAS Payments $110,000 SSO Cash contribution $ 10,000 QAS Support services $192,697 QAS Regional program $ 60,000 SSO Vehicle contribution $ 12,000 Total $813,447

  38. Sport Science $144,355 Strength & Conditioning $ 12,315 ACE $ 17,312 Medicine $ 18,714 Total $192,697 QAS Support Services

  39. Key Performance Indicators • 25-30% selection (minimum 8 QAS athletes) • onto Australian Team • 2 individual gold medals at Worlds or • Olympics • 6 individual medals at Worlds or Olympics • 2 rookies onto team for Worlds or • Olympics • 3 coaches onto staff for Worlds or • Olympics

  40. Conclusion Athlete Centred, Coach Driven, Service Supported (performance based) philosophy required Need to support and enhance existing club structure Right balance between coaching and management is critical Multi-disciplinary team environment necessary

  41. QUESTIONS?

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