Applied Coaching Research Journal Volume 1 | Page 37

APPLIED COACHING RESEARCH JOURNAL 2018, Vol. 1 While the results of this evaluation are relevant to this cohort of coaches, there is no reason why other projects cannot achieve similar results by following the same formula – investing in developing high- quality coaches capable of delivering high-quality coaching sessions. 2. Quality is key for coach training and delivery Building on the conclusion above, the evaluation has shown the value of developing coaches (Phase 1) to deliver high-quality coaching sessions (Phase 2). Phases 1 and 2 form part of the same process – the results also confirm this is the case. The total value of the outcomes identified for coaches (before any deductions or projections) in Phase 1 (their Level 2 training) was £14,572.47, compared to a total value of outcomes for coaches, participants and organisations of £28,621.28 in Phase 2 (when coaches go on to deliver high-quality sessions). This shows greater value is created in Phase 2, when coaches are delivering high-quality sessions. However, we know that this delivery cannot happen without coaches first completing a high-quality education and training programme in Phase 1. The point here is that high-quality training and development remain the key to delivering high- quality sessions and realising the value this creates. Without the foundations put in place by high- quality programmes, coaches will not be capable of delivering sessions which created significant value for stakeholders on Tyneside. There is no shortcut to realising the value created by high-quality coaching. High-quality coach development must come first. 3. Coaching provides a development opportunity for individuals in disadvantaged communities It is generally accepted that people living in disadvantaged communities have less access to opportunities. While based on a small sample, this evaluation shows that when individuals are given the opportunity to develop themselves through coaching, they can achieve significant outcomes. Wannabee becoming coaches motivated ... for the future, were all this way! in coaches in this study. In the effects identified context of the government’s new sport strategy, these are significant findings for those seeking to develop disadvantaged communities. And as this study has shown, as well as helping to develop themselves, individuals who develop themselves will create value for those around them, benefiting their community as a whole. The results make a case for coaching to be seen as a great opportunity for disadvantaged communities. 4. Retaining coaches will create additional value. The impact created drops off in year 2 onwards. This is because many of the outcomes identified on Tyneside took place either during the activity (while coaches are training or delivering coaching sessions) or projected one year afterwards. If coaches can be retained, there is no reason why the high impact and value they create in year 1 cannot be replicated in year 2 onwards. 5. Coaches are ideally placed to recruit the next generation of the coaching workforce The value created by the role model effect (where coaches inspire others) can present organisations with significant cost savings, and benefit the coaching workforce as a whole, as more inspired and motivated people (making them more likely to engage/remain engaged as coaches). The organisations involved in the evaluation encourage their coaches to be role models. However, this is not a requirement of the role, and it is difficult to think that the lengths these specific coaches went to were simply an example of them doing their jobs. References www.ukcoaching.org/sites/default/files/SROI%20 Evaluation%20Final%20Report.pdf Contact Michael Hopkinson has since left UK Coaching. Email [email protected] Obtaining recognised qualifications, becoming employed, enhancing mental well-being through increased confidence and self-esteem, and StreetGames’ Training Training Centre Academy 37