1. High Performance Sport and The Road to Excellence Alex Baumann

2. ‘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

3. Performance Management

4. 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

5. Ingredients for Success Funding/ResourcesDecentralisation Institute/Academy Network Leading Edge Support Services Leadership and Accountability Partnership and Coordination Prioritisation of Resources Talent Search Coaching ExpertiseInterventionism

6. ‘It’s not the strongest or the most intelligent that survives but the most responsive to change.’ Darwin

7. Road to Excellence Vision To have the necessary resources, leadership and high performance programming available to achieve podium success in the future

8. Philosophy Athlete Centred, Coach Driven, Service Supported (Performance Based)

9. 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

10. 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.

11. Immediate Program Priorities ●Focus on enhancing Coaching and Technical Leadership ●Improve the quality of Support Services

12. 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)

13. 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

14. 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)

15. 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)

16. 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

17. ‘Getting together is a beginning. Keeping together is progress. Working together is success.’ Henry Ford

18. High Performance Coaching Environment Increasingly Complex More Science and Technology available Increasing accountability pressure Increasing drive for efficiency (doing more with less)

19. 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

20. Establishment of Institutes and Academies Institute or AcademyYear 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

21. National Network of Institutes/Academies Partner Sports in program delivery Provide Daily Training Environment Training Facilities & Coaching support Sports Science & Medicine support Athlete Career & Education support

22. Coach Assistant Coach Administrator Network coaches High Performance Manager NSO CEO NSO Board Media Doctor Physiotherapist Strength & 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 technologies Other coaches

23. Coach-Athlete Management & Funding Welfare Science & Medicine Coach Driven = Medals (Results)

24. Implications for Coaches  Management skills  Achieving the right balance – the art of coaching  On-field vs Off- field activities  Mix of inputs to the program  Planning!!!

25. Men’s Hockey Program SASI NTC NSWIS NTC AIS/National Team TIS NTC QAS NTC ACTAS NTC VIS NTC NTIS NTC WAIS NTC

26. Head Coach Athletes SSSM ACE NTC Coaches NTC Athletes NTC Hockey Australia Local Community Media Hockey Community Government Agencies CEO HP Mgr Coach Mgr Administration

27. Head Coach Time 80% off field activities Increasingly managerial focus 20% on field activities Assistant coaches increased role

28. Role of Planning Focus on Olympic cycle Identify major priorities, initiatives & strategies Strategy before structure Sequence of strategic priorities over the cycle

29. 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

30. 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 & 3 rd Perth based coach freeing up Head Coach

31. Queensland Academy of Sport Components Sport Programs Athlete & Coach Support Services (ACSS) Centre of Excellence for Applied Sport Science Research

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

33. Athlete Coach Support Services Sport Science Strength and Conditioning Athlete Career Education Sport Medicine

34. Centre of Excellence Research Focus Industry Placement Program Project Funding Technology Development

35. QAS Swimming ( Case Example) Event*Gold*Silver*Bronze*TotalWorld Records 2004 Athens Olympic Games 4329 3 2005 FINA World Championships 94215 2 2006 Melbourne Commonwealth Games 135220 2 * Medals are counted as one per relay event.

36. 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

37. QAS Swimming Program Resources 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

38. Sport Science$144,355 Strength & Conditioning$ 12,315 ACE$ 17,312 Medicine$ 18,714 Total$192,697 QAS Support Services

39. 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

40. 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

41. QUESTIONS?