| Coaching |
Better Coaching…Better Sport
Sport can contribute positively to the development of individuals. It is a vehicle for physical, mental, personal, social and emotional development. Such development is enhanced if the individual is guided by an informed, thinking, caring and enlightened coach operating within an accepted ethical framework as a self-monitoring professional. It is important to establish, publicise and maintain standards of ethical behaviour in coaching practise, and to inform and protect members of the pubic using the services of sports coaches. Key principles of responsibility and competence provide the core values of good coaching and the framework of this document. This code has been developed from the Code of Ethics (1989) published by the British Institute of Sports Coaches (BISC). It also adopts the principles contained in the Council of Europe;s Code of Sports Ethics. The BISC Code formed the value statement underpinning the National Vocational Qualification Standards (1992) for Coaching, Teaching and Instructing. It is anticipated that this revised version will replace the original BISC Code as the NVQ value statement. The code is a framework from within which to work. It is a series of guidelines rather than a set of instructions, and should be used in conjunction with other National Coaching Foundation publications (eg Working with Children, The Coach in Action, Protecting Children: a guide for sportspeople) and any comparable publications produced by the national governing bodies of sport. |
Coaches who assent
to this code accept their responsibility to sports
performers and their parents/families, to coaching and
other colleagues, to their national governing body (NGB),
to their coaching employer and to society. In this code, the general principles of practise are contained in Section B. Specific guidelines for members of the National Association of Sports Coaches (NASC) are provided in Section C. Your NGB may have additional guidelines specific to your sport. Terms used in this codeSports coaching helps the development of individuals through improving their performance. The role of the coach is to:
Professional is used in a qualitative context. It does not necessarily imply a paid position or person. Employer does necessarily imply the existence of a contract of employment or a paid position. For many coaches their employers are voluntary amateur club committees. |
Sports coaches are expected to conform to ethical standards in a number of areas: humanity, relationships, commitment, co-operation, integrity, advertising, confidentiality, abuse of privilege and personal standards.
Coaches must respect the rights, dignity and worth of every human being and their ultimate right to self-determination. Specifically, coaches must treat everyone equitably and sensitively, within the context of their activity and ability, regardless of gender, ethnic origin, cultural background, sexual orientation, religion or political affiliation.
The good coach will be concerned primarily with the well-being, safety, protection and future of the individual performer. There must be a balance between the development of performance and the social, emotional, intellectual and physical needs of the individual.
A key element in a coaching relationship is the development of independence. Performers must be encouraged and guided to accept responsibility for their own behaviour and performance in training, in competition, and in domestic, academic or business life.
Coaches are responsible for setting and monitoring the boundaries between a working relationship and friendship with their performers. This is particularly important when the performer is a young person. The coach must realise that certain situations or friendly words and actions could be misinterpreted, not only by the performer, but also by outsiders (or other members of a squad or group of performers) motivated by jealousy, dislike or mistrust, and could lead to allegations of misconduct or impropriety.
Where physical contact between coach and performer is a necessary part of the coaching process, coaches must ensure that no action on their part could be misconstrued and that any NGB guidelines on this matter are followed.
The relationship between coach and performer relies heavily on mutual trust and respect. This means that the performer should be made aware of the coach’s qualifications and experience, and must be given the opportunity to consent to or decline proposals for training, performance or competition.
Coaches should clarify in advance with performers (and/or employers) the number of sessions, fees (if any) and method of payment. They should explore with performers (and/or employers) the expectation of the outcome of coaching. Written contracts may be appropriate in some circumstances.
Coaches have a responsibility to declare to their performers and/or employers any other current coaching commitments. They should also find out if any prospective client is receiving instruction from another teacher/coach. If so, the teach/coach should be contacted to discuss the situation.
Coaches who become aware of a conflict between their obligation to their performers and their obligation to their NGB (or other organisation employing them), must make explicit to all parties concerned the nature of the conflict, and the loyalties and responsibilities involved.
Coaches should expect a similar level of reciprocal commitment from their performers. In particular the performer (parent/guardian in the case of a minor) should inform the coach of any change in circumstances that might affect the coach/performer relationship.
Coaches should receive appropriate acknowledgement for their contribution to the performer’s progress and achievement. Where money is earned from performances, it is reasonable to expect the coach should receive an appropriate share of the rewards. Such apportionment with any attendant conditions should be agree in advance (in writing) to avoid any misunderstanding.
Coaches should communicate and co-operate with other sports and allied professions in the best interest of their performers. An example of such contact could be the seeking of:
Coaches must communicate and co-operate with registered medical and ancillary practitioners in the diagnosis, treatment and management of their performers’ medical and psychological problems,
Coaches must not encourage performers to violate the rules of their sport. They should actively seek to discourage and condemn such action and encourage performers to obey the spirit of the rules.
Coaches must not compromise their performers by advocating measures which could constitute unfair advantage. They must not adopt practises to accelerate performance improvement which might jeapordise the safety, total well-being and future participation of the performer. Coaches must never advocate or condone the use of prohibited drugs or other banned performance enhancing substances.
Coaches must ensure that the activities, training and competition programmes they advocate and direct are appropriate for the age, maturity, experience and ability of the indvidual performer.
Coaches must treat opponents with due respect, both in victory and defeat, and should encourage their performers to act in a similar manner. A key role for a coach is to prepare performers to respond to success and failure in a dignified manner.
Coaches must accept responsibility for the conduct of their performers and discourage inappropriate behaviour in training, competition, and away from the sporting arena.
Advertising by sports coaches in respect of qualifications, training and/or services must be accurate and professionally restrained. Coaches must be able to present evidence of current qualifications upon request. Evidence should also be available to support any claim associated with the promotion of their services.
Coaches must not display any affiliation with an organisation in a manner that falsely implies sponsorship or accreditation by that organisation.
Sports coaches inevitably gather a great deal of personal information about performers in the course of a working relationship. Coach and performer must reach agreement about what is to be regarded as confidential information (ie not divulged to a third party without the express approval of the performer).
Confidentiality does not preclude the disclosure of information about a performer to person who can be judged to have a right to know. For example:
The sports coach is privileged to have regular contact with performers and occasionally to travel and reside with performers in the course of coaching and competitive practise. A coach must not attempt to exert undue influence over the performer in order to obtain personal benefit or reward.
Coaches must consistently display high standards and project a favourable image of their sport and of coaching to performers, their parents/families, other coaches, officials, spectators, the media and the general public.
Personal appearance is a matter of individual taste but the sports coach has an obligation to project and image of health, cleanliness and functional efficiency.
Sports coaches should never smoke whilst coaching.
Coaches should not drink alcohol so soon before coaching that it would affect their competence to coach, compromise the safety of the performers or obviously indicate they had been drinking (eg smell of alcohol on breath).
Within the limits of their control, coaches have a responsibility to ensure as far as possible the safety of the performers with whom they work.
All reasonable steps should be take to establish a safe working environment.
The work done and the manner in which it is done should be in keeping with the regular and approved practise with their sport as determined by the NGB.
The activity undertaken should be suitable for the age, physical and emotional maturity, experience and ability of the performers.
Coaches have a duty to protect children from harm and abuse.
The performers should have been systematically prepared for the activity and made aware of their personal responsibilities in terms of safety.
Coaches should arrange adequate insurance to cover all aspects of their coaching practise.
Coaches shall confine themselves to practise in those elements of sport for which their training and competence is recognised by the appropriate NGB. Training include the accumulation of knowledge and skills through formal coach education courses, independent research and the accumulation of relevent verifiable expereience.
The National Vocational Qualification standards for coaching, teaching and instructing (and/or the approved NGB coaching awards) provide the framework for assessing competence at the different levels of coaching practise. Competence to coach should normally be verified through evidence of qualifications. Competence cannot be inferred solely from evidence of prior experience.
Coaches must be able to recognise and accept when to refer performers to other coaches or agencies. It is their responsibility, as far as possible, to verify the competence and integrity of any other person to whom they refer a performer.
Coaches should regularly seek ways of increasing their personal and professional development.
Coaches should welcome evaluation of their work by colleagues and be able to account to performers, employers, NGBs and colleagues for what they do and why.
Coaches hav a responsibility to themselves and their performers to maintain their own effectiveness, resilience and abilities. They should recognise when their personal resource are so depleted that help is needed. This may necessitate the withdrawal from coaching temporarily or permanently.
When coaches enter into a commitment with an employer, a team, or an individual performer, the nature of that commitment should be specifically agreed. Any such contract or terms of reference should be set out in writing and include fees (if any) and method of payment, the time commitment involved, and an indication of the expected outcome of the coaching.
Coaches must not divulge confidential information relating to a performer, other than that specified in Section B (32 and 33) to any third party unless with the express approval of the performer concerned. In the storage and disposal of personal records coaches should be aware of the requirements of the Data Protection Act. An individual performer must be allowed reasonable access to their personal data records held by a coach.
Any conviction of a sports coach by a court of law is capable of reflecting adversely on the profession. Cases of minor personal nature are unlikely to be regarded as breaches of this code but all reported cases will be considered. Members of the NASC must report any alleged criminal offence to the National Coaching Foundations at the earliest opportunity.
Disciplinary proceedings by an employer leading to dismissal from employment connected with sports coaching will normally be regarded as a breach of this code. This applies even if the coach has been involved in related court proceedings which have not resulted in conviction. Other disciplinary proceedings by an employer (eg reprimand) will not normally be considered as a breach of this code unless the circumstances are sufficient to found a complaint under another section.
Members of NASC must report to the National Coaching Foundation any formal disciplinary action taken against them by an employer in connection with their workd as a sports coach.
Personal misconduct by members of NASC may still give rise to disciplinary action by the National Coaching Foundation if such conduct is deemed to be misconduct or gross misconduct, even if such misconduct does not give rise to disciplinary proceedings by an employer or lead to conviction in a court of law. The following examples are not exhaustive or exclusive:
Any individual or organisation wishing to make a complaint against a sports coach within the context of this code should follow this procedure: