Sports Development Offices - Report Example

Sports Development Offices (SDO’S) The study looks at two sports development offices which are; The community sports coach office The regional manager’s office The two officers who hold the above offices play varying roles as discussed under each office. However, according to Haywood, (2001) there are some similarities on the roles played by these officers. These similarities include; Both sports development offices are responsible to the Manager in charge of Sports Development and responsible for the sport coaches. Both sports development offices liaises with all staff members within the organization in prompting sports Both sports development offices liaise with all departments, council members and other staff members within the council. Both sports development offices liaises with local authorities, the entire public, various sports association and agencies together with the sporting bodies an the government offices. Community Sports Coach Office This office undertakes work in varying environments which include clubs and community groups, schools and other institutions to carry out programmes that are innovative and ground breaking in increasing opportunities for sports and physical activities participation. 1 Main Objectives of This Office To be responsible for developing, carrying out and examining a well co-ordinate programme of various multi sport activities under his territory and provide valued quality coaching in a pleasant and highly professional atmosphere which will ensure that all the participants are supervised and monitored in a suitable manner in the entire training period. He will deliver the training lessons in varying settings some of which will incorporate the community locations, curricular and the extra curricular activities. Roles Played by the Officer To train on various sporting activities to young people in an environment that is safe and friendly to the young trainees. The office will be required to put much emphasis on the LTAD and the fundamental model to the target group this will help him in identifying the prevailing barriers that bars the disadvantaged young people from participating. The officer is responsible in supervising, advising and directing their assistants in the sustainability of those activities that require multi skills. The officer is responsible in developing and toughening associations with local sports clubs and the suitable partners in encouraging the continuing participation in the sporting activities thereby boosting the chances of sporting opportunities. Ensuring that the coaching provided is of the required quality. This will be much easier if the officer commits himself to a continuous professional development (CPD) programme which will guarantee better quality. Assisting in attainment of positive futures and other sports development programmes in the local authority. This will also enhance easier implementations of various events, festivals and the young people’s initiatives. Building up and distributing all training sessions in line with the schemes aims and purposes. To monitor continually and evaluate regularly all the programmes, this move assists in adapting future delivery. The officer is responsible in completing and the returning of all the necessary forms used in the coaching session, these include feedback questionnaires, a participant’s register, among others. The office bearer has all the duties of ensuring health and safety of trainees, visitors and other employees in line with the health and safety policies of the council which includes completing the risk evaluations at the required venues. The Leisure and Cultural Services Unit Community Sport Coach is responsible for the planning and co-ordination of events, coming up with well scheduled programmes evaluating them and later delivers them to be used by the participants. 2 He motivates the individuals who are not in a position to participate in sports due to varying reasons. He plays a very important role of exercising his ideas which are emulated within his team of leisure and cultural services The office can be evaluated by assessing the competency of the trainees after a training session. If the trainees are well trained then the officers will be meeting their objectives and vice versa The Regional Managers Office This sports development office widely uses the organization of seminars and conferences as one of its sports development methods The office works closely with the community, regional and provincial partners. The manager works closely with provincial, regional and community partners in the supporting and helping with the development of school based plus the community based sports in their area. They play critical roles in the sport’s management and delivery. For example, the province initiative within the covered region. This includes programs, grants and services. 3 They form various organizations and schools which help in promoting the participations of trainees and the interested parties. They take part in supporting coaches in their training job plus the foreseeing of the official development in the grass root and other developmental levels. They make arrangements for the teams travel assistance including the travel allowance for the coach, his assistance and other officials. They head the community and regional development grants which are directed in the development of sports recreation groups that are associated with the provincial sports organization and are recognized in their respective provinces. For example the Manitoba province game popularly known as the power smart Manitoba games, this is the largest multi sport event in the province and its participants are drawn in the entire province. These sporting activities are held after every two years alternating from winter and summer sports events with participants being up to ten thousands athletes, coaches, volunteers and other officials. 4 The Manager plays a leading role in developing, supporting and executing the bi-annual Games in provinces within their regions. The manager is responsible for provision of the necessary guide and support to their hosts of the regional games They work hand in hand with their games committee in the preparation of teams participating in the provincial finals. They manage national charities administered by the provincial administration. For example Kid-sport, a national charity that helps in the removal of sport barriers and in assisting those children who are less fortunate in sports. This charity is administered by sport Manitoba. The charity ensures that all kids can play. The managers promote kid sport continually and are responsible for processing applications for the equipment and financial assistance particularly to the financially disadvantaged families so that their children can also play sport like any other. The managers are responsible for developing, supporting and running the regional conferences that occur in every year. The work jointly with the regional councils to ensure that everything works as planned. Example of such conferences is the Regional-Sport Manitoba Conferences. This conference sustains the establishment of community sport alliances in communities through out the various provinces involved. 5 The manager comes up with annual regional awards to present to the youths and help them celebrate their youths in sporting activities. These Regional Awards compliment and culminates into the Provincial Awards for instance the Great-West Life Volunteer. The managers help in resolving organizational problems and crisis. This helps in the local organizations in dealing with the prevailing crisis. It also helps the sporting bodies in the development of highly qualified athletes and trainers thus improving their chances of volunteering. Conclusions and Recommendations Both offices have young youths as their target with the participation rate being higher than twelve thousands. The two offices have realized some success partly because they make use of the available resources and also they hold seminar and conferences on the same. For more improvement I would recommend increased frequency on the number of seminars and conferences held and also increment on the number of youths participating from unfortunate families. References Brivi, P. and Pitchford, A. (1995): Sports Development: Fit for Purpose? London, Longman, Coalter, F. (2000): The Role of Sport in Regenerating Deprived Urban Area, Edinburgh Scottish Executive Central Research Unit Haywood, L. (2001): Community Leisure and Recreation, London, Butterworth Heinemann Hayes J. (2002): The Theory and Practice of Change Management. Palgrave, Basingstoke Hylton, K. (2001): Sports Development Policy, Process and Practice, London Routledge Pawson, R. (2006): Evidence-Based Policy, London, Sage Simmonds, B. (1993): Developing Partnerships in Sport and Leisure, London, Pittman Veal, A. (1994): Leisure Policy and Planning, London, Longman Read More