SPORTS EDUCATION AND LEARNING FILLING THE GAP WHITE PAPER

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1 SPORTS EDUCATION AND LEARNING FILLING THE GAP WHITE PAPER INTRODUCTION In today s elite sporting environment there is considerable pressure on the sports to provide an environment where athletes can perform to their best without having to deal with any of the administrative pressures of organising their off-field needs. For many years now nationally driven participation pathways and qualifications have been in place for coaches and officials but there are only adhoc sets of instructions and guidelines for team managers. In the main, these have been developed by specific sports or sporting organisations for specific teams or for specific sports events. While team managers perform a pivotal role in the on-field and off-field performance of a team and individual athletes there has been no definition of this role, its relationship to that of the coach or other officials and no associated code of behaviour or ethical framework that exists for the other roles. The issue at hand is that the capability of a team manager can have a direct impact on the success or otherwise of the athlete and the team. The challenge for sports organisations is to appropriately recognise the importance of this role and ensure it is filled by people who have the knowledge and skills required. The purpose of this paper is to provide sporting organisations, individuals and related groups with information on the background to the development by Sports Education and Learning of the Sports Team Manager s Education program. Sports Education and Learning

2 DRIVERS FOR QUALIFIED SPORTS TEAM MANAGERS Accountability and risk management Accountability and risk management are key issues that organised sports focus on and team management capability needs to be fully assessed in the light of these business factors. When they organise competitions, training squads or other group related activities for each team, sports keen to minimise their risks ensure that qualified coaches and officials are involved with the athletes. To date, the person who may have the most contact with the athletes off the field and can impact on the whole environment of the team or its performance, the team manager, is not able to access a qualification or related participation pathway. Anecdotal evidence gathered by Sports Education and Learning identified that team managers traditionally have come from parents who volunteer in the role to support the participation of their child or children. Some teams, more so at the elite level are managed by former athletes with experience in the environment in which the competition takes place eg national championships, international events. For other teams, the team coach may also be the manager. It is doubtful that in today s environment that a coach can perform both roles adequately. The exception may be with teams that have small numbers or the competition is local, low level or very short term. Accountability by sports to a range of stakeholders including members and participants in the sport, government funders, sponsors, the media and the general public drives the needs for qualified and accredited team officials. This is particularly the case at the elite level but accountability at the junior level of sport is also paramount. Sports are accountable to parents and carers who trust their children to the sport and the adults they make available to supervise and work with these children. Increased professionalisation of sport The increased professionalisation of sport across the board has meant that the presentation and performance of an athlete and or a team in any sort of competition have implications, obligations and expectations beyond participation. Sports teams and athletes, particularly at the elite level represent the brand of the sport and can impact positively or negatively on that brand with flow on effects on areas such as sponsorship, funding and grass roots participation levels. The level of professionalism and performance increases with coaches as they progress up the accreditation pathway and it should also have a complementary application to team managers. Sports competing at all levels have teams that need to be outfitted with appropriate uniforms, use appropriate equipment and have the availability of food and hydration suited to the needs of the athletes and appropriate to the competition. Other issues such as the complexity of travelling to compete, having athletes accredited and team budget must also be managed. Sports Education and Learning

3 Behaviour of athletes has become a significant issue for sports and the public perception of the type of athlete participating in a particular sport can severely impact on the sport s public image and ultimately its brand. Sports have introduced codes of conduct for their athletes and teams and identified sanctions and consequences when these are breached. This is yet another area that must be managed by a team manager in consultation with the coach and officials from the sport. Drivers for a pathway and accreditation for team managers extend also to the desire by team managers for recognition of the important role they undertake and the responsibilities they assume with minimal guidance and direction. BENEFITS OF HAVING SKILLED SPORTS TEAM MANAGERS Athletes and coaches can concentrate on performance Increased skills, knowledge and capability of sports team managers will ensure that the experience of the athletes is more likely to be positive, enabling them to concentrate on their performance and not be distracted by unattended to administrative and logistics matters. Coaches and team managers need to work together to ensure the individual athletes and the team can participate in their competition to the best of their ability. This means they need to establish a clear understanding of their roles responsibilities, duties and the environment they wish to create for the team. This partnership will enable the coach to focus on their role and the sport performance and not be worried about the other issues. Administrators of sports have confidence in team managers performing the job well Sports should be confident that the people they put into a position can do the job and do it well. Having confidence that team managers have been exposed to a body of knowledge commensurate with the team they are managing or are to manage and at the more elite levels, research and practical application of that knowledge will further drive this confidence. Further, they will b e aware of the application of consistent best practice standards for team management to their team or teams. Sports administrators will need to spend less time briefing and educating team managers other than in sport specific or team specific matters. Capable team managers will also challenge sports to improve their approach to team management and the related administrative support. This should deliver quality assurance and accountability improvements to this aspect of the management of the sport. Overall, the major benefit will be realised in the smoother, more efficient and potentially more successful performance by teams. More rewarding experiences, especially for junior athletes, and should encourage increased and long term participation. Sports Education and Learning

4 SPORTS TEAM MANAGERS EDUCATION PROGRAM Sports Education and Learning identified that there was little or no formal training for incumbent or aspiring team managers and no clear pathway for development. We scoped the development of an education and career development framework on our research into and experience of sports team management and our experience of and expertise in the National Coach Accreditation Scheme (NCAS). As a result we are following a similar path for the education and accreditation of team managers as is in place for coaches and officials. The inclusion of education content comparable to that of coaches and officials ensures a common understanding of issues such as sports nutrition, competition phases, codes of behaviour and enabling athletes to achieve to the best of their ability. Overall Concept The Sports Education and Learning framework for sports team manager education incorporates: a three level pathway a competency-based approach a mix of generic and sport specific knowledge and skills assessment that escalates as the team manager moves along the pathway certification and registration. Sports Education and Learning

5 Framework Level 1 Orientation To Sports Team Management The first of three levels and targeted to people who have never managed a team before with particular emphasis on the junior sport environment. This program provides practical information about the role of the team manager in: providing a safe, supportive and enjoyable sporting experience for the team and all involved with it engendering the culture and history of the club or sport and the various aspects of being a good sport. It includes information about harassment-free sport, child protection and relationships with the coach, athletes, club officials and the parents as well as basic administrative duties of a team manager. Outcomes Competencies Outcomes of the Level 1 program will include: improved sporting experience and environment for athletes increased skill and knowledge about managing teams at junior level improved club management accountability increased confidence amongst beginning team managers The team managers can: demonstrate the role and responsibilities of the team manager as agreed with the club, the team coach and competition officials apply the sport s junior sport policy to set the code of behaviour for themselves, the athletes, the coach and the parents manage the team s finances, equipment and other resources of the club according to club or best practice requirements use negotiation and mediation techniques to resolve conflict within the team environment apply the basic principles of sports nutrition and rehydration for athletes at a competition. Sports Education and Learning

6 Level 2 Managing Senior Club or Representative Teams The second of three levels and targeted to more experienced team managers and those who manage representative teams for an event or senior club teams for a season. The emphasis is on a mix of knowledge and skill development that: expands the role, code of conduct and responsibilities of the team manager explains the competition and team development cycles and team manager involvement deals with a wide range of team manager duties and tasks. The program also includes anti-doping, team health and well being and travel and transport issues. Outcomes Competencies Outcomes of the Level 2 program will include: improved sporting experience and environment for senior athletes increased skill and knowledge about managing teams at senior and representative levels improved club/association management accountability and reduced risk relating to team management increased confidence amongst senior team managers The team managers can: demonstrate the role and responsibilities of the team manager as agreed with the club/association, the team coach and competition officials apply the sport s policies such as harassment-free sport, codes of behaviour for themselves, the athletes, the coach and the other team officials as well as supporters, parents and sponsors manage the team s records, finances, equipment and other resources according to club or association s requirements complete a risk analysis on team issues apply leadership skills in communicating and interacting with people in relation to the team plan the teams activities according to the phases of competition and in consultation with the coach create a safe and healthy team training and competition environment. Sports Education and Learning

7 Level 3 Managing National and National League Teams The third of three levels targeted to managers of elite teams and teams containing high profile and elite athletes and increases the depth of skills and knowledge of the team manager in areas including: politics of sport and their influence on the team and within the team ambassadorial and representative roles dealing with professional and very elite athletes. Outcomes Competencies Outcomes of the Level 3 program will include: improved sporting experience and environment for elite athletes representing their sport at state or international level increased skill and knowledge about managing teams at elite representative levels improved sport management accountability and reduced risk relating to team management and elite athlete management increased confidence amongst elite team managers improved public image of team managers and sporting teams The team managers can: demonstrate the role and responsibilities of the team manager as agreed with the sporting body, the team coach and competition officials apply the sport s policies such as harassment-free sport, codes of behaviour for themselves, the athletes, the coach and the other team officials as well as supporters, parents and sponsors manage the team s records, finances, equipment and other resources according to club or association s requirements apply political and leadership skills in communicating and interacting with people in relation to the team including the media, sponsors, athlete managers and the general public plan the teams activities according to the phases of competition and in consultation with the coach and the relevant sporting body create a safe and healthy team training and competition environment apply problems solving techniques including mediation, negotiation and investigation when required conduct a press conference or produce a media release according to the requirements of the relevant sporting body. Sports Education and Learning

8 Delivery Methods Research identified that team managers are time poor and to accommodate this programs are offered in a range of ways to maximise the opportunities for people to participate. Sports Education and Learning is open to other options but at this stage the main access to a program is through; face to face classroom style by a sport or sporting organisation using facilitators from Sports Education and Learning face to face classroom style by a licensed provider such as a sport or sporting organisation through distance learning methods using theory manuals and practical workbooks. Providers may be licensed through an arrangement with Sports Education and Learning which includes Train the Trainer programs and associated support to ensure the quality of the programs remain high. Accreditation and Certification Sports Education and Learning manages the accreditation process and maintains a register of all people who have completed the requirements of each program. SUMMARY There is no doubt that sports team managers, like their counterparts in sport coaches and officials, need not only administrative advise from their sports in the tasks to be undertaken, but they also need exposure to a body of knowledge about the overall role, expectations and behaviour of a team manager. In addition, the visibility of a pathway team manager to follow if they enjoy the role and have ambitions of managing teams at a higher level enables them to plan their approach, build their skills and receive recognition as they progress. Sports Education and Learning s Sports Team Manager Education Program now fills this gap and is available to all team managers, sports and sporting organisations. For further information contact Lisa McConchie at Sports Education and Learning t or m e lisa.mcconchie@sealglobal.net w - Sports Education and Learning