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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 l.jpg

High Performance Sportand The Road to Excellence

Alex Baumann


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‘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


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Performance Management too high and we miss it, but that it is too low and we reach it.’


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Elements Critical for High Performance Sport too high and we miss it, but that it is too low and we reach it.’

  • 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


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Ingredients for Success too high and we miss it, but that it is too low and we reach it.’


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


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Road to Excellence Vision survives but the most responsive to change.’

To have the necessary resources, leadership and high performance programming available to achieve podium success in the future


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Philosophy survives but the most responsive to change.’

Athlete Centred, Coach Driven, Service Supported

(Performance Based)


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Strategic Priorities for RTE survives but the most responsive to change.’

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


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Strategic Priorities Continued survives but the most responsive to change.’

● 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.


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Immediate Program Priorities survives but the most responsive to change.’

● Focus on enhancing Coaching and Technical Leadership

● Improve the quality of Support Services


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Recent Inititiaves survives but the most responsive to change.’

● 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)


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Challenges for Canadian Sport survives but the most responsive to change.’

  • 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


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Challenges Continued survives but the most responsive to change.’

  • 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)


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Positive Elements survives but the most responsive to change.’

● 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)


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Positive Elements Continued survives but the most responsive to change.’

● 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


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

Henry Ford


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High Performance Coaching Environment progress. Working together is success.’

  • Increasingly Complex

  • More Science and Technology available

  • Increasing accountability pressure

  • Increasing drive for efficiency (doing more with less)


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Australian HP System progress. Working together is success.’

  • 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


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Establishment of Institutes progress. Working together is success.’ and Academies


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National Network of progress. Working together is success.’ Institutes/Academies

  • Partner Sports in program delivery

  • Provide Daily Training Environment

  • Training Facilities & Coaching support

  • Sports Science & Medicine support

  • Athlete Career & Education support


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Group Sport Manager progress. Working together is success.’

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


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Coach-Athlete progress. Working together is success.’

Coach Driven

= Medals (Results)


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Implications for Coaches progress. Working together is success.’

  • Management skills

  • Achieving the right balance – the art of coaching

  • On-field vs Off-field activities

  • Mix of inputs to the program

  • Planning!!!


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NTIS NTC progress. Working together is success.’

Men’s Hockey Program

QAS NTC

AIS/National Team

WAIS NTC

SASI NTC

NSWIS NTC

ACTAS NTC

VIS NTC

TIS NTC


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Government Agencies progress. Working together is success.’

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


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Head Coach Time progress. Working together is success.’

80% off field activities

Increasingly managerial focus

20% on field activities

Assistant coaches increased role


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Role of Planning progress. Working together is success.’

  • Focus on Olympic cycle

  • Identify major priorities, initiatives & strategies

  • Strategy before structure

  • Sequence of strategic priorities over the cycle


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Living the Plan progress. Working together is success.’

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


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The Evolution of the Plan progress. Working together is success.’

  • 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


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Queensland Academy of Sport Components progress. Working together is success.’

  • Sport Programs

  • Athlete & Coach Support Services (ACSS)

  • Centre of Excellence for Applied Sport Science Research


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QAS Sport Programs progress. Working together is success.’

  • 25 Programs across 21 Sports

  • 26 Full Time Coaches

  • Individual Scholarships

  • International (14) and Development (11)

    Programs

  • Talent Search


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Athlete Coach Support Services progress. Working together is success.’

  • Sport Science

  • Strength and Conditioning

  • Athlete Career Education

  • Sport Medicine


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Centre of Excellence progress. Working together is success.’

  • Research Focus

  • Industry Placement Program

  • Project Funding

  • Technology Development


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QAS Swimming progress. Working together is success.’ (Case Example)


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QAS Swimming Program progress. Working together is success.’

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


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QAS Swimming Program progress. Working together is success.’ Resources

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


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Sport Science $144,355 progress. Working together is success.’

Strength & Conditioning $ 12,315

ACE $ 17,312

Medicine $ 18,714

Total $192,697

QAS Support Services


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Key Performance Indicators progress. Working together is success.’

  • 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


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Conclusion progress. Working together is success.’

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


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QUESTIONS? progress. Working together is success.’


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