Sports Development Programs in Australia - Case Study Example

Sports Development Research Paper College Name of the Student: Name of the Instructor: Name of the course: Code of the course: Submission date Author note: Program 1: Regional Talent Development Program Background This was formerly known as Regional Academy of Sport Program and is an initiative of DSR or the Department of Sport and Recreation (Tennis.com.au, 2014). This is considered as a vital force in the development of regional sports as it encourages and enables SSAs or State Sporting Associations to develop such pathways that would encourage talented athletes at the regional level. Sport development initiatives are undertaken by SSAs which seek funding through this program. Systematic and recognised approach is developed by SSAs through these initiatives that receive funding (Dsr.wa.gov.au, 2014). This program is highly instrumental in making regional level athletes enter the mainstream sporting arenas in the country. The entry is facilitated through high performance programs. The DSR has envisaged a whopping investment of $3.5 million into sporting capacity and athletes in Australia's regional areas to be spent from the year 2012 through to 2016. The objective is clear with the Regional Talent Development Network Project which supports regional based athletes who are talented by establishing a state-wide network. It targets their athlete pathway in the respective regions to allow them to continue their progress and development (Dsr.wa.gov.au, 2014). The program is governed by certain basic principles, some extensive and some small in nature. One of the principles is to build coach capacity and also that of administrators and officials who can play a pivotal role in the development of talent through RSAs, SSAs, DSR and other stakeholders (Hardy, 2014). Another principle is to grow the network, which it does by identifying talented athletes and sportspersons and also identify their daily training environment needs. It subsequently prepares service providers who can deliver in an appropriate manner the services that are required. The last principle is to widen the network by implementing and developing the linked in sportsperson development systems. This is followed up by undertaking system-wide program evaluation and performance monitoring. This program has been in place since March 2000 and has come to be known as one that helps promising Australian athletes overcome cultural, financial and social barriers. The 2014 program, which is supported jointly by Tennis West and the Department of Sport and Recreation, provides opportunities and financial support to those athletes who live in regional west Australia or those who are Tennis West members, which is affiliated to WA Tennis Club. Key outcomes Several key outcomes have been outlined for the program. These include but are not limited to the following: Create and support daily training environment of high quality for regional athletes in regions that have been identified in conjunction with SSAs and RSAs, which are the State Sporting Associations and Regional Sporting Associations. Provide and facilitate the access of regional athletes to sport specialist services and high quality coaching. Identify talented regional athletes and ensure that they are supported such that they could participate in high level competition. Strengthen Regional Talent Development Network and create an environment of sustainability around it through inclusion and alignment by creating desire roles for key regional stakeholders and ensure strategic planning. Some of the primary stakeholders include SSAs, RSAs, Chambers of Commerce (COC), and Regional Development Councils (RDCs) (Tennis West Annual Report 2012–2013, 2013). In order to ensure that the key outcomes are achieved, the program has identified key result areas. These include supporting of identified SSAs to implement and develop effective operation plans with regard to regional talent development. The focus is to lead and create coordinated approach to the development of the identified talent which includes roping in of key external and internal stakeholders. Apart from this, one of the important key result areas has been identified in supporting individual athletes financially so that they could pursue training and participation in competition. These, for example, include entry fees, travel to training camps, gym membership, state team contributions and travel to competitions. The program provides financial support to the athletes who live in Regional Western Australia and/ or someone who is Tennis West's current member, which is affiliated with Western Australia Tennis Club. The athletes who receive funding through the program have a final eye on participation in Interstate Tour, in which they represent Western Australia. One of such tours was held recently by Tennis West, between June 29th to July 9th 2014. This 11-day tour competed in two Australian ranking Tournaments - 2014 Rod Laver Lead In presented by Tennis & Gear Online and 2014 Solinco Series – Queensland Junior Claycourt Championships. The athletes were in the range of 12 to 16 years of age, who played in both doubles and singles based on the age category to which they belonged to (Tennis.com.au, 2014). Map Tennis West Australia Tennis West Council Affiliated Tennis Clubs in WA The Country Clubs Zone Delegates Tennis Board of Directors Leagues Hot Shots Leagues Super 10s Super 12s Players with a Disability Adult Leagues Junior Leagues ATL Tournaments Beenleigh Open Perth Tennis International South Pacific Open Gold AMT Boroondara Vic Metro AMT Series #2 Queensland MJDS Finals Latrobe City Traralgon ATP Challenger #1 Margaret River Tennis International Education Intro to ANZ Tennis Hot Shots Community Junior Development Club Professional Master Club Professional High Performance Recognition of Current Competence Theoretical underpinnings The program is primarily about participation and promotion and also ensuring that both provide an opportunity and benefit. Several contexts have been discussed with regard to participation in sport and emphasis is on prolonging the childhood span of children. They must continue to be so in order to grow into wholesome human beings. Policy is at the core of this development and scholarship next. The latter is entwined with the former and encompasses three domains. One is mass versus elite participation, second how political ideologies influence policy on sport and third is elite sport policy and checking which policies do or do not contribute to the athletic success at the international platforms (Chalip, Johnson, & Stachura, 1996; Sam & Jackson, 2006; Booth, 1995; Green, 2007; De Bosscher, De Knop, van Bottenberg, & Shibli, 2006; Green & Oakley, 2001; Green & Houlihan, 2005; Houlihan & Green, 2008). When it comes to policy, two aspects are widely discussed. One is development through sport and another is development of sport. Even as desired outcomes of both vary, the centrality remains in the premise that both stand on the pivot of motivating individuals in a way that encourages them to participate in the sport. This program can be seen in the light of both these aspects. One it encourages individuals by identifying them and two it encourages them further to participate further in their chosen sport. This is where the financial aspect comes into the picture. Development through sport looks at enhancing community wellness by encouraging youngsters to participate in sport. This is because of the social and physical component involved in the same. Development through sport creates a social bonding and thus is instrumental in building an environment of social cohesion, capacity, belongings and bonding. On the other hand development of sport is a means to create an environment that leads to the sustainability of sport and its future. Sporting organisations as Tennis West and the Department of Sport and Recreation share the responsibility of such outcome. These organisations ensure that participation of athletes is steered as such that they can withstand the pressures of the system and actually wade through the same with hurdles. These organisations are nurturing points for sportspersons. In that respect organisations as these play a yeoman's job of identifying, nurturing and promoting talent, even though it is quite understandable that not all athletes can, in the long run, be expected to grow into elite or semi-elite sportspersons. But then it can also not be denied that it is from such identified pool of talent only that elite or semi-elite sporting members of Australia emerge. Those who cannot make it big end up being contributors to sport in one or the other manner. Some of them attend sporting events, join media and television campaigns, and buy merchandise, memberships and many more related products. National Sporting Organisations (NSOs) have to bear the twin-burden of sustaining their sport and also contributing to the overall wellbeing of the community. This is apart from the 'pressure' of making a sport to deliver the results. It is like walking on the double-edged sword of developing communities through sport and developing sport in communities. Coalter (2007) has remarked that potential conflict between the two is, though, palpable. Sports development, as on date, is largely seen as a public service, something that is going to change social policy, something that possesses professional rationale and something that promises and promotes engagement in sport. This paradigm can be seen transcending all levels and all types of sports; sort of a move that conjures up a number of initiatives which include personnel, social, structural and shared ones. The structures are the ones that that create such pathways which act as catalysts from the levels of initiation to participation in all forms of sports, including tennis. Coaches, in this regard, are supposed to be at the center of responsibility. They are supposed to have a developmental context that is clear. Martindale et al., (2005) have stated that their role in development of sporting talent is significant. It has been seen that successful coaches produce successful professionals (Gilbert et al., 2006). All said, sports development differs from other types of development in more ways than one. In sports development coaches have to bear the large burden of developing sports spirit in individuals while organisations need to 'facilitate' the processes. Coaches are the ones that give a sport its much-needed thrust to develop by way of effective coaching or instructing. Effective coaches make sure that the sport is developed in the most effective manner. This calls for definitive frameworks, which need to be both provided and against which the development of a sport can be measured as well. In the Australian context, Kalliopi Sotiriadou and David Shilbury, researchers from the Deakin University, mapped and explored sport development processes in Australia by way of a grounded theory approach that involved examination of 35 national sporting organisations through 74 of their annual reports. They studied this over a period of four years in the period that preceded Sydney Olympic Games, suing three frameworks of attraction, retention/ transition, and nurturing process. Sport development is “a process whereby effective opportunities, processes, systems, and structures are set up to enable people in all or particular groups and areas to take part in sport and recreation or to improve their performance to whatever level they desire” (Martindale and Collins, 2007). Several attempts have been previously to decipher sport development and the same has mostly been done by suing participation pyramid, in which the base forms the mass participation and the top forms the elite participation. This has shaped the conceptualizing, planning, and participation in Australia and many other countries. The pyramid looks at increasing participant number at each level so that the number of potential elite athletes goes on increasing till the top of pyramid is reached. Theoretically, when the base is wider, the pyramid tends to become large and highly accommodative. This is the programs as Regional Talent Development Program in tennis envisions the future of a game and its participatory outcome. As a natural instinct and as part of a well-thoughts out policy it is the base of the pyramid in which governments prefer to invest and take a bottom upwards rather than top down approach. This increases chances of creating many champions (Veal, 1994). This is also termed as trickle-up or bottom-up effect. This effect seems to be becoming mainstay of current policies on development of sport, even as many critics argue that there is a conflict between trickle-up and just its opposite approach called trickle-down. Chalip (1996) argues that it largely differs from one government to another on how it perceives a policy on development of sport. Various perceptions and practices are supposed to determine the same. A number of scholars are being credited for sport development research in Australia like Farmer & Arnaudon (1996); Houlihan (1997) and Stewart, Nicholson, Smith, & Westerbeek (2004) and their literature revolves mostly around involvement with sport by the federal governments that began in 1970s and sort of ended in early 2000s. In the subsequent years the involvement of government in Australian sport has drastically increased but with renewed hope, vigour and plan. But since this increased government interest has not been complemented by a matching increase in academic interest, the literature is left somewhat void. Program 2: Tennis Victoria Sports Development Program Background The Tennis Victoria Sports Development Program is a joint initiative between Tennis Victoria and Staff and Educational Development Association (SEDA). This program engages students who have passion for tennis by educating them about various aspects of the game. The main goal of the program is to provide eleven and twelve year old students help to complete their VET or Vocational Education and Training and VCAL or Victorian Certificate of Applied Learning, while making sure that their key skills like team work and organisation are developed. Positive learning experiences form the core essence of this program and students are groomed as such that they are able to take empowered decisions (Sedagroup.com.au, 2014). While the basic aim of this program is like what the above program's basic aim is - sport development, t works more on an educational front and to evince interest it offers a number of certifications and accreditations like VCE & VCAL accreditation, Certificate IV in Sport and Recreation, Certificate III in Sport and Recreation, Diploma of Sport Development, Senior First Aid, Coaching Accreditation, and Sports Training Accreditation. This even offers opportunities that could finally lead aspiring athletes to attain degree courses in Teaching, Sports Administration, Sports Management, Coaching, Sports Marketing, Business and Exercise Science. Tennis Victoria programs are strictly meant for those who are looking for a sport and recreation career and who are willing to enjoy learning 'hands on'. The only precondition is that they must be driven by a passion for sport. This joint initiative between Tennis Victoria and SEDA is meant for students in year 10 to 12 who are interested to complete their training that can lead them to one of the above-mentioned certificates and diplomas. The core curriculum is based on both practical and theoretical experience in sports, marketing, administration, fitness, project management, numeracy, literacy, career planning and fitness. This program is open to both females and males between 16-19 years of age, though is not sports skill-dependent. The program provides a pathway that can lead an aspirant to higher education, and it provides an opportunity of working with Tennis Victoria staff closely. Key outcomes Tennis Victoria Sports Development Program’s key outcomes are actually interlinked with its strategic goals, give in all. First goal is to weave positive experiences around tennis and retain and grow people's involvement in the game. Second goal is to maximize the potential of tennis as a sport by making enormous contributions in the game and engaging entire community. Third goal is to promote a tennis environment that is sustainable, welcoming and quality-bound. Fourth goal is to help tennis enthusiasts develop into world class junior players by partnering with industry leaders and powerful stakeholders. And the fifth goal is to be a motivating agent in staff excellence and performance so as to make sure that high standards of the game are upheld along with that of corporate governance (Tennis.com.au, 2014).Culture at IBM Theoretical underpinnings This program can be seen through the prism of the same theoretical underpinnings that govern existence of sport in society. There are mainly four things that need to be understood relationship of sport with society or vice versa. Sport always exists in a specific social and cultural context. There are connections between sports and those contexts. People create a different social world as they participate in sports. And fourth being that groups and individuals participating in a sport creating several sets of experiences in the social world that they develop. When sport is talked about with regard to its connection in society, more than one theory can be applied. By far there are at least five theories that have found their way into sports. These include functionalist theory, conflict theory, interactionist theory, critical theory and feminist theory (Lueschen, 1980; Coakley, 2004; Jones and Kathleen, 2000; Bourdieu, 1993) . Although one theory differs from another in explaining development of sport, it is not hard to find either converging or overlapping points between the same. Sport is a social phenomenon, which is why many sociological theories often apply to sports too. Sports sociology, in fact, has emerged into a separate domain of study, concerned with patterns, socio-cultural structures, groups or organisations involved with sport. Theoretically speaking, sport can be viewed through many different perspectives, which implies that more often than not binary divisions are bound to be stressed. These, for example, include men versus women, sport versus play, top level versus bottom level, and professional versus amateur. Sport is an institution in itself, a set of social structures, patterned behaviours, and unique opportunities and relationships. It even helps understand and unravel social life's complexities. It encompasses involvement at both primary and secondary levels as it is at the center of a social reality that is comprised of group dynamics, attainment of goals, behavioural processes, structured inequality, social bonding, organisational networks and general socialisation. Tennis Victoria Sports Development Program, thus, can be explained as something beyond a mere sports development activity. It is a movement that lets people explore, interact and enhance their skills. It is a converging point of interests and needs. In the Australian context, and more so in the recent decades, sport has been seen to influence society greatly. In return, the Australian values and culture have impacted sport with equal measure and all have established a unique link with economics, politics, media, race, religion, gender and youth, etc. One of the most sought-after theories of sport sociology is the functional theory which outlines four functional imperatives of goal attainment, latency, adaptation and finally integration. These are supposed to be four basic needs of any sport so as to provide the desired outcome and benefit. Adaptation is important for survival, and in sports can be seen in terms of physical fitness. Then goal achievement is another basic need since in each sport one is willing to win than lose. Integration comes naturally through sport as it helps different people to create social connections and create mutually-beneficial cooperation. And latency is all about tension management and pattern maintenance (Lueschen, 1980). References Bourdieu, Pierre. 1993. How can one be a sports fan? In The Cultural Studies Reader, During, S. (ed.). London: Routledge. 339-355. Chalip, L., Johnson, A., & Stachura, L. (Ed.) (1996). National sport policies: Aninternational handbook. Westport, C.T.: Greenwood Press. Coalter, F. (2007). Sports clubs, social capital and social regeneration: ‘ill-defined interventions with hard to follow outcomes’? Sport in Society, 10, 537-559. Chalip, L. (1996). Critical policy analysis: The illustrative case of New Zealand sportpolicy development. Journal of Sport Management, 10, 310–324. Coakley, J. J. (1998). Sport in Society. Issues and Controversies, 6th ed. 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