APPLIED COACHING RESEARCH JOURNAL 2018 , Vol . 1
Success factors Interview data with key internal and external stakeholders identified five key principles that were instrumental to the success of the programme :
1 . Development of a person-centred training programme , that is creative , relevant and adaptable to the audience
The training programme was fun , engaging and creative . It was based on the participants ’ own experience ( not just of sport and physical activity ) and it was integrated into popular culture , so that learning could be connected back to the key elements of leadership and coaching . It was focused on developing leaders and coaches who were confident , caring and creative . Moreover , the learning connected theory to practice by getting the social / structural aspect of the environment right first , which in turn increased personal motivation . The sessions themselves were underpinned by research , such as behaviour change theory , but the research was used as a reference point rather than a key focus of the activity . A key focus of the training was developing good relationships with the learners and understanding their needs first , and then adapting the learning and content based on those specific needs .
“ We tried small things like playing music in the sessions ( their choices ), making sure we were dressed casually – no tracksuits ( too sporty ), no shirts ( too formal ) – letting them have time on their phones , having conversations about what was happening in college , school or at home . Adopting a personal approach to workforce development and displaying you care was as important as any of the content .”
START delivery team
2 . The importance of working cooperatively with partners , to help them meet their own priorities and outcomes
Working in partnership with external partners , especially with community groups , was an essential part of the project . Initially , partners helped gain access to the local people who took part in the training . Partners also played an essential role in driving the project and in supporting individual participants over the longer term . Thus , engaging partners who understand and buy-in to the approach was paramount in sustaining the work and retaining the workforce , beyond the training and support of the project .
Key learning points regarding partnership working :
• A flexible approach , to ensure relevance to partners ’ priorities , targets and plans
• Sufficient lead-in time to build trust and common ground
• A strategic approach within organisations .
3 . Work with people in their own environment . Use local partners to facilitate access
The target audience for this project might not have signed up for the training programme in a venue they didn ’ t know , with people they didn ’ t know . It was important that the project worked with people in their own communities and used local community partners to secure access . The relationship with the partner was crucial to ensure that the participant felt comfortable and confident to engage in a sports leadership programme , when they may not consider themselves as a leader , or may not even like sport or physical activity .
4 . Create branding and marketing material that is appropriate and appeals to the target population
The development of a brand identity formed an intrinsic part of the evolution of the project . It was recognised that to engage a workforce who might not be physically active , promotional materials needed to look and feel very different from traditional coach education or sport marketing . The project worked with a company outside of the sports sector to develop a new brand identity that was dynamic , energetic and inspiring , reflected positivity and opportunity , but without visual reference to sport or physical activity . The Sport Nottinghamshire logo was also removed from promotional material to avoid the link with the traditional sports sector .
5 . Ensure there is a key person in the community who can provide structure and ongoing support , and can continue to nurture and motivate the workforce after the project ends
Partners should be committed to providing ongoing support beyond the initial training . In this project there was an expectation that partners and local communities would take ownership of , and sustain the work , beyond the end of the project .
All five principles build on the foundation that “ people come first , before the sport or physical activity ”.
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