Applied Coaching Research Journal Research Journal 1 | Page 36

APPLIED COACHING RESEARCH JOURNAL 2018, Vol. 1
Government Strategy
Government Strategy Outcomes SROI Evaluation Findings
Physical well-being
Measured by increase in % of population
meeting Chief Medical Officer (CMO)
guidelines and decrease in % of
population inactive Adult participants moved from inactive to active as a result
of the coaching sessions delivered. Coaching provided to
children in schools ensured they met CMO guidelines for
physical activity.
Mental well-being
Measured by improved subjective
well-being Both coaches and participants reported significant increases in
their confidence and self-esteem.
Individual development
Measured by levels of self-efficacy
(confidence and control of destiny) Participants exhibited more positive attitudes towards sport,
including changing their behaviour from inactive to active.
Coaches achieved qualifications, became employed (in coaching
and non-coaching roles) and reported significant increases in
confidence, and this increased their aspirations in terms of
career progression and continue learning and working.
Social and community development
Measured by levels of social trust The coaching sessions delivered by coaches were to
other individuals in low socio-economic groups living in the
same communities (as per the StreetGames ethos). A strong
sense of community development was evident throughout
the evaluation.
Economic development
Measured by gross value added (GVA) by
sport sector Although the evaluation does not calculate value in terms of
GVA, significant return on investment is identified in social
value, including value for organisations that employ coaches
(via the role model effect). The evidence suggests coaching is
an option for individuals in disadvantaged communities.
This figure was divided by the total investments
made to estimate an SROI ratio of 2.99:1 (rounded
up to 3:1). Therefore:
For every £1 invested, the activities delivered for
this cohort of coaches on Tyneside returned £3
worth of social value.
The total value estimated for the outcomes
experienced by each stakeholder group is included
in the table below (before any necessary deductions
or projections):
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Stakeholder Total Value
Coach outcomes (Phase 1 and 2) £20,451.22
Participant outcomes (Phase 2) £8,342.53
Organisation outcomes (Phase 2) £14,400.00
Total £43,193.75
Conclusions
The findings support five key conclusions. It is
recommend those within and outside the coaching
community use the findings from this study to learn
how coaching can be developed and improved.
1. The evaluation strengthens the case for sustained
investment in coaching by demonstrating the
broader value it creates
An SROI ratio of £3 for every £1 invested, across
three stakeholder groups, supports the view that
coaches have a very positive impact on their own
lives and the lives of people around them.
This message becomes arguably even more
powerful when relayed via an SROI evaluation. The
impact created by this cohort of coaches shows
those outside the industry a specific local example
of how broad and sizeable the benefits of coaching
can be. The outcomes identified align to the five
key outcomes in the government’s new sport
strategy, as detailed above.