We are always looking for ways to improve our service to coaching and coaches. To do this we have to provide a supportive environment for both our own staff and our partners and therefore commit ourselves to six fundamental values.
To turn our values into action we will use the following six themes to underpin our approach to everything that we do, both in the way that we will operate internally and in the way that we will seek to work with our partners.
| Our values |
| To adopt, practice and promote within sports coach UK values that: |
- reflect the unique worth and contribution of every individual
- encourage people to fulfil their potential
- actively look for constant improvement and better ways to do things and thus challenge the status quo
- appreciate the importance of customer care and policies, products and services that are developed to meet the needs of customers
- recognise the financial and other constraints on the enterprise and endeavour to operate better with fewer resources
- result in an open and honest culture that encourages effective formal and informal communication, promotes improvement and innovation and emphasises quality, the sharing of ideas and the building of trust and thus supports the process of change
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Our Guiding Principles
Partnership and inter-dependence
Our business plan is driven by the UK Vision for Coaching. We remain convinced that integrating all our resources (human and financial) with those of our partners will be the best way to ensure that the aspirations of the UK Vision for Coaching will be achieved.
We will continue to rely heavily on our many partners to make progress in both the development of coaching as a profession and the improvement of day to day practice by individual coaches. In this regard our association with key organisations such as the UK and home country Sports Councils; UK and home country governing bodies of sport and their federations; local government organisations; the Sector Skills Council for Sport and Recreation; Awarding Bodies; schools and further and higher education institutions; other sports associations (British Olympic Association; British Paralympic Association; Central Council for Physical Recreation; British Association of Sport and Exercise Sciences; National Sports Medicine Institute); the UK Sports Institute network and international bodies such as the European Network for Education and Employment in Sport; the International Council for Coach Education and overseas organisations with a similar role to scUK remain vital and invaluable.
Support and coordination
Supporting, coordinating and assisting the development of coaching within these networks will be the fundamental mechanism through which the UK Vision will be delivered.
Central strategic role
In support of this we will seek to provide a central resource of informed strategic and technical expertise, advice and support for our partners and an informed focus and lobby for coaching and coaches. We will work with the funding agencies to integrate this resource within their work with sports governing bodies, local authorities and other sports agencies with an interest in coaching and its development.
Enabling and facilitating
At the same time we will wherever possible enable and facilitate our partners in the delivery of their work to develop coaching and coaches rather than being involved in direct delivery unless invited to undertake delivery on behalf of a partner.
Explicit and outcome based service agreements
In order to support the process of continuous improvement we will seek to establish individual service agreements with all of our partners. These will identify the requirements of both parties to the agreement and focus on achieving defined outcomes. This in turn will provide the means to plan our work, measure our performance and provide the basis of our accountability to partners.
Quality management framework and continuous improvement
Working in the dynamic environment of sport demands a process of continuous internal and external review as the only means of validating claims of continuous improvement. We will adopt the approach set out in the European Framework For Quality Management as the means of ensuring that we will offer best value in our work.
Evidence based
Stimulating, assisting, supporting and commissioning research into all aspects of coaching in order to produce a more robust evidence base is necessary to support future policy development and to inform decisions on work priorities and resource allocation.
