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
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