High Performance Sportand

The Road to ExcellenceAlex Baumann

‘The greatest danger for most of us is not that our aim is

too high and we miss it, but that it is too low and we

reach it.’

Michaelangelo

Performance Management

Elements Critical for High Performance Sport

• Adequate resources with appropriate targeting and prioritisation to achieve quality results

• Having the right people in the right positions

• Having a coordinated and integrated system with minimal duplication

Ingredients for SuccessFunding/Resources Decentralisation

Institute/Academy Network

Leading Edge Support

Services

Leadership and Accountability

Partnership and Coordination

Prioritisation of Resources

Talent Search

Coaching Expertise Interventionism

‘It’s not the strongest or the most intelligent that survives but the most

responsive to change.’

Darwin

Road to Excellence Vision

To have the necessary resources, leadership and high performance

programming available to achieve podium success in the

future

Philosophy

Athlete Centred, Coach Driven, Service Supported

(Performance Based)

Strategic Priorities for RTE• Continue to play an advocacy role to secure additional funding

for summer sports with podium potential

• Continue to focus on Coaching/Technical leadership

• Continue to focus on improving the quality of support services in Canada

• Target specific initiatives for intervention leading up to the Beijing Games

Strategic Priorities Continued

● Target certain provinces for engagement with RTE and the high performance system.

● Build a team of highly qualified staff including the recruitment of technical advisors.

Immediate Program Priorities

●Focus on enhancing Coaching and Technical Leadership

●Improve the quality of Support Services

Recent Inititiaves

● The Olympic and Paralympic Coach Professional Development Program

● Performance Technology position established

● Review of CSC’s (in conjunction with Sports Centre Presidents)

● Facilities Survey (Advocacy Role)

Challenges for Canadian Sport

• We need to clearly delineate roles and responsibilities across the board to ensure there is an integrated approach

• There are not enough highly qualified support service experts and quality coaches in the country

• Performance Technology is an area that could be used

more effectively

Challenges Continued• There continues to be fluctuation in the vision, willingness

and ability of many National Sport Organisations (NSOs) to support high performance

• There is little vertical integration (NSO, PSO, Regional and Club level) for some sports

• Political will to resource a quality national high performance system is lacking (particularly on the summer side)

Positive Elements

● There is momentum and will to improve and change the system

● There is a renewed focus on excellence in this country

● Key stakeholders and funding partners are united with a shared vision (COC, Sport Canada, CPC and Canadian Sport Centres)

Positive Elements Continued

● There is potential to develop a world class system that is sustainable

● We have some very good people working in the system

● Critical analysis and monitoring of performance is starting to occur (accountability)

● There is an increased focus on targeting and prioritisation

‘Getting together is a beginning. Keeping together

is progress. Working together is success.’

Henry Ford

High Performance Coaching Environment

• Increasingly Complex

• More Science and Technology available

• Increasing accountability pressure

• Increasing drive for efficiency (doing more with less)

Australian HP System• Owners of National Programs – National

Sporting Organisations (NSO)

• Major Funding Support– Australian Sports Commission– 2007/08 $140 Million (includes Australian

Institute of Sport)– State Institutes and Academies - $40 Million

Establishment of Institutesand Academies

Institute or Academy Year of Establishment

Australian Institute of Sport (AIS) 1981

South Australian Institute of Sport (SASI) 1982

West Australian Institute of Sport (WAIS) 1984

Tasmanian Institute of Sport (TIS) 1985

Australian Capital Territory Academy of Sport (ACTAS) 1989

Victorian Institute of Sport (VIS) 1990

Queensland Academy of Sport (QAS) 1991

New South Wales Institute of Sport (NSWIS) 1996

Northern Territory Institute of Sport (NTIS) 1996

National Network ofInstitutes/Academies

• Partner Sports in program delivery

• Provide Daily Training Environment

• Training Facilities & Coaching support

• Sports Science & Medicine support

• Athlete Career & Education support

Coach

Assistant Coach

AdministratorNetwork coaches

High Performance Manager

NSO CEO

NSO Board

Media

Doctor PhysiotherapistStrength & Conditioning Coach

Physiologist

Performance Analyst

Parents & Partners

Biomechanist

Psychologist

Skill Acquisition Scientist

Group Sport Manager

Athletes

Partner/family

SIS/SAS Management

Sport Community

Facilities

Other technologiesOther coaches

Coach-Athlete

Management& Funding

Welfare

Science &Medicine

Coach Driven

= Medals (Results)

Implications for CoachesManagement

skillsAchieving the

right balance – the art of coaching

On-field vs Off-field activities

Mix of inputs to the program

Planning!!!

Men’s Hockey Program

SASI NTCNSWIS NTC

AIS/National Team

TIS NTC

QAS NTC

ACTAS NTCVIS NTC

NTIS NTC

WAIS NTC

HeadCoach

Athletes

Athletes Athletes

AthletesAthletesAthletesAthletes

SSSM

ACE NTC

Coaches

NTCNTCNTC

Athletes AthletesNTC

NTC

NTC

NTC

Hockey Australia

Local Community

Media

Hockey Community

Government Agencies

CEO

HPMgr

CoachMgr

Administration

Head Coach Time

80% off field activitiesIncreasingly managerial focus

20% on field activitiesAssistant coaches increased role

Role of Planning

• Focus on Olympic cycle

• Identify major priorities, initiatives & strategies

• Strategy before structure

• Sequence of strategic priorities over the cycle

Living the Plan

• Planning is ongoing

• Feedback from staff & playing group to assess and reshape the plan

• Scheduled times for think tanks with players – where to now?

• Reviews of plan following competition periods

The Evolution of the Plan– 2004 cycle

• Key players based in Perth to understand the playing philosophy

• Direct contact with developing athletes early in cycle

– 2008 Cycle

• More Senior athletes back in home environments

• More travel for Head Coach overseeing individual athlete development

• Coaching Manager & 3rd Perth based coach freeing up Head Coach

Queensland Academy of Sport Components

• Sport Programs

• Athlete & Coach Support Services (ACSS)

• Centre of Excellence for Applied Sport Science Research

QAS Sport Programs

• 25 Programs across 21 Sports• 26 Full Time Coaches• Individual Scholarships• International (14) and Development (11) Programs• Talent Search

Athlete Coach Support Services

• Sport Science

• Strength and Conditioning

• Athlete Career Education

• Sport Medicine

Centre of Excellence

• Research Focus

• Industry Placement Program

• Project Funding

• Technology Development

QAS Swimming (Case Example)

Event *Gold *Silver

*Bronze *Total World Records

2004 Athens Olympic Games

4 3 2 9 3

2005 FINA World Championships

9 4 2 15 2

2006 Melbourne Commonwealth Games

13 5 2 20 2

* Medals are counted as one per relay event.

QAS Swimming Program

• The QAS directly employs the Head Coach and the Coach of the Queensland State Swimming Centre (QSSC)

• HC role (non-coaching, development of coaches, coordination of the program and services, and technical direction)

• The QAS also supports Network Coaches and Programs through individual MOU’s

QAS Swimming ProgramResources

• QAS Cash contribution $318,750• NSO Cash contribution $110,000 • NSO SIS/SAS Payments $110,000• SSO Cash contribution $ 10,000

• QAS Support services $192,697• QAS Regional program $ 60,000• SSO Vehicle contribution $ 12,000

• Total $813,447

•Sport Science $144,355

•Strength & Conditioning $ 12,315

•ACE $ 17,312

•Medicine $ 18,714

•Total $192,697

QAS Support Services

Key Performance Indicators

• 25-30% selection (minimum 8 QAS athletes) onto Australian Team

• 2 individual gold medals at Worlds or Olympics

• 6 individual medals at Worlds or Olympics

• 2 rookies onto team for Worlds or Olympics

• 3 coaches onto staff for Worlds or Olympics

Conclusion• Athlete Centred, Coach Driven, Service

Supported (performance based) philosophy required

• Need to support and enhance existing club structure

• Right balance between coaching and management is critical

• Multi-disciplinary team environment necessary

QUESTIONS?