Applied Coaching Research Journal Research Journal 2 | Page 10

APPLIED COACHING RESEARCH JOURNAL 2018, Vol. 2
Evaluation of the Coach Mate
Connectors Programme
Rus Smith and Dr Kath Leflay
Street Games and University of Wolverhampton.
Abstract
This article presents the key findings from
the evaluation of the Coach Mate Connectors
Programme, developed by Street Games in the
West Midlands. The programme was developed to
improve access to coach development opportunities,
particularly for under-represented groups.
This research has particular relevance for the
implementation of the UK wide Future of Coaching
Strategy (2016-2025) and the Coaching Plan for
England, which highlighted the need to diversify
the coaching workforce. An independent evaluation
was conducted to assess the effectiveness of
the programme. Several key strengths to the
programme were identified. Of particular benefit to
those coaches involved in the programme were: one
to one mentoring; ‘little and often’ interventions; an
inclusive approach to coach development and coach
developing+, which incorporated wider support and
career advice.
Background
Volunteers and coaches play an important role
in providing sporting opportunities within the
community and tackling inactivity, an aim at the
heart of the UK wide Future of Coaching Strategy
(2016-2025). Good coaching not only provides
physical and mental benefits for the people that
participate, it also benefits individual coaches in
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terms of personal development and well-being.
In addition, research has suggested that effective
coaching impacts positively on social, community
and economic development. With the many benefits
of coaching in mind, there is a desire to transform
how good coaches are identified and how they
are supported in order to grow and strengthen the
coaching workforce.
The ambition to devise creative models to attract
and engage a more diverse audience in coaching
opportunities presents a challenge for providers
of coach education and coach development.
Diversifying the coaching workforce was identified
as an important factor to ensure that people from
all communities can participate: “to be coached
by people who are empathetic to their needs and
reflective of their social environment.” This is an
approach that has often been referred to as ‘people
like me’. Organisations were asked to consider
a number of potential barriers when planning
for coach education and development, such as:
cost; lack of mentoring and opportunities for
continual professional development; the format of
assessments; and perceptions of the value of one
off training opportunities. Tackling these barriers is
essential if the vision for a more inclusive coaching
workforce is to be realised.