learning from current governing body schemes · pdf fileto this end,sports coach uk has...

To this end, sports coach UK has undertaken a research study witha number of governing bodies of sport that have coach registrationand licensing schemes in place. The purpose of the research was toidentify the types of schemes that currently exist and to explorethe journey some sports have taken in developing andimplementing their schemes. One of the outputs of the researchwas to highlight the sports’ key learning points and top tips fromthe process that could then be shared with other sports that arelooking to develop a scheme or refine an existing scheme.

The output of the research is this report, which includes a series ofindividual sport case studies that are also available as stand-alonedocuments. The report explores:

• the rationale the sport has for having a coach registration orlicensing scheme

• the benefits to governing bodies of sport• the benefits to coaches• business models• licence requirements• licence benefits packages.

Introduction Registration and licensing of your coaching workforce can help your governing body of sport identify anddevelop active, skilled and qualified coaches.

sports coach UK is committed to offering governing bodies of sport support with the development andimplementation of coach membership, registration and licensing schemes. One of the key objectives for this areaof work for 2012–2013 has been to develop products to support governing bodies of sport in developing andimplementing their own schemes.

Coach Registration and Licensing Learning from Current Governing Body Schemes

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Coach Registration and Licensing –Learning from Current Governing Body Schemes

The report also provides a summary and top tips.

It is hoped that the report and individual case studies will provide areal insight into the journey that sports have taken with thedevelopment of coach registration and licensing schemes, as well asproviding some top tips for those considering the development orredevelopment of registration and licensing schemes for coaches.

Acknowledgements The sports coach UK Registration and Licensing Working Groupwould like to thank the following Partners who have taken part inthis research and provided information for the individual sport case studies:

Jane Bowen and Kathy Vymetal (Lawn Tennis Association); JoyceHeron (British Judo Association); Lisa Hollis and Darren Sandbach(The Football Association); Louise Pickford (England Squash &Racketball); Jon Pett (English Table Tennis Association).

The group would also like to acknowledge the further informationshared around coach registration and licensing schemes by Partnersthat attended coach registration and licensing communities ofpractice run by sports coach UK throughout 2012:

Richard Barbour (Snowsport England); Martin Crick (Rugby FootballLeague) Charlie Dunmore (Amateur Swimming Association); FrancesGibbs (Amateur Swimming Association Awarding Body); JamieHouchen (The Football Association – FA Learning); Nick Scott(Rugby Football Union); Rayan Sammut (Canoe England); Ben Snook(Angling Trust).

Other sports coach UK Resources to Support theDevelopment and Implementation of CoachRegistration and Licensing Schemessports coach UK (2012) ‘Planning, Developing and Implementing a Coach Licensing Scheme: A Guidance Tool for Governing Bodies of Sport’.Available from your sports coach UK Coaching System Manager orEsther Jones: [email protected]

sports coach UK (2010) ‘Registration and Licensing: PreliminaryRecommendations for the Sports Coaching Industry’,www.sportscoachuk.org/rl-report

sports coach UK (2010) ‘Registration and Licensing’ (fact sheet),www.sportscoachuk.org/factsheet10

sports coach UK (2012) ‘What Makes a Good MembershipScheme?’, www.sportscoachuk.org/sites/default/files/What-makes-good-membership-scheme.pdf

sports coach UK (2010) ‘Audit of Governing Bodies’ Current Positionon the Registration and Licensing of Sports Coaches’,www.sportscoachuk.org/rl-audit

Further Support For support with coach registration and licensing, or with other areasof your coaching system, please contact your Coaching SystemManager at sports coach UK or visit www.sportscoachuk.org

Methodology In-depth interviews were carried out with five sports; EnglandSquash & Racketball; the Lawn Tennis Association (LTA); the EnglishTable Tennis Association (ETTA); The Football Association (FA); andthe British Judo Association (BJA). The interviews were designed togather information about the individual sports’ registration andlicensing schemes. In particular, the sports were asked questions onthe following topics:

• background to the scheme and rationale for creating a licensing scheme

• details of the current scheme in terms of how a coach obtains alicence, how licences are renewed and benefits packagesassociated with the licence

• how the scheme may have evolved over time

• resource implications of running a licensing scheme

• lessons learnt throughout the licensing scheme’s journey

• plans for future development

• top tips for other sports planning to start a licensing scheme for coaches.

The information gathered during the interviews is summarised in theKey Findings section of this report and is also presented in the formof case studies that highlight the individual sports’ licensing schemes:the journeys they have been on; their future plans; key learning; andtop tips they could share with others.

Further to the interviews outlined above, a number of other sportswith coach registration and licensing schemes in place attendedregistration and licensing community of practice events run by sportscoach UK in February, June and November 2012. These sportsincluded the Rugby Football Union (RFU), Snowsport England, BritishSwimming, the Angling Trust and Canoe England. The community ofpractice events provided an opportunity for the sports to share theirexperiences of setting up and running a licensing scheme.Information provided by the sports at these events also informs this research.

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Coach Registration and Licensing – Learning from Current Governing Body Schemes

Key FindingsRationales for Setting up a Licensing SchemeThere emerged a number of common rationales for sports to set upa licensing scheme. These largely fell into one of two categories:benefits to the governing body and benefits to the coaches.

Benefits to the Governing Body

Improved relationships with coaches

One of the principle rationales reported by governing bodies forsetting up a licensing scheme is to facilitate better relationshipsbetween themselves and their coaches. The existence of a schemeoften provides a means for easier and more frequent communicationbetween the sport and the coaches, whether it is through emails,newsletters, online content or direct one-to-one contact.

Targeted support

Enhanced communication between a governing body and itscoaches, as facilitated by a licensing scheme, has the added benefit ofallowing sports to more easily track their coaches’ activities. Throughthe licence application process, sports have the opportunity togather information from the coaches (eg who they are coaching,where and how often). As a result of knowing more about theirworkforce (and who they are working with), sports are better placedto offer more tailored and targeted support.

Quality control

In order to qualify for a coach licence, most schemes require, as aminimum, coaches to have:

− a Level 1 coaching award

− completed a number of professional development courses (eg first aid and ‘Safeguarding and Protecting Children’)

− a valid Disclosure and Barring Service (DBS) check.

Through the use of these minimum standards for deployment, sportsare able to exert a degree of quality control within their coachingworkforce to ensure their coaches are operating at an agreedminimum standard, which supports the drive within the sports toensure participants are receiving the best possible coachingexperience.

Encouragement for coaches to develop themselves

While licensing schemes help governing bodies to maintain minimumstandards within their active workforce, they can also be seen as amechanism to encourage coaches to continually develop themselves.Without a system that requires the coach to continually develop andupdate their knowledge, there is the likelihood and temptation thatcoaches will cease to engage in any CPD beyond their initialqualification. ‘Sports Coaching in the UK III’1 reported that aroundone third of coaches had undertaken some form of CPD in theircoaching careers. However, research among licensed coaches tells usthat around two thirds have undertaken some form of CPD in thepast six months. Therefore, it could be concluded that licensedcoaches are twice as likely to engage in CPD beyond qualification.

Wider policy and systems development

A number of the governing bodies questioned identified thathighlighting the importance of coach registration and licensing (underthe Strategic Action ‘A Professionally Regulated Vocation’) in The UKCoaching Framework: A 3-7-11 Year Action Plan2 encouraged them toput systems in place.

1 sports coach UK (2011) ‘Sports Coaching in the UK III’,www.sportscoachuk.org/sites/default/files/Sports-Coaching-in-the-UK-III.pdf

2 sports coach UK (2008) The UK Coaching Framework: A 3–7–11 Year ActionPlan. Leeds: Coachwise Business Solutions/The National Coaching Foundation.ISBN: 978-1-905540-55-6.

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’There were a number of reasons why we wanted to create alicence scheme for table tennis coaches. We wanted to knowmore about our coaches and increase our interaction with them,and we wanted to raise the standard of our coaching workforce.Having a licence scheme was also a key action in The UKCoaching Framework that we were keen to address.

Head of Workforce Development and PerformanceProgramme Management, ETTA


Benefits to the Coaches

Professional credibility and raised profile

Through the use of minimum standards, a licence serves to reflectthe necessary minimum training, knowledge and skills required tocoach in a given environment. Subsequently, the existence of alicence aims to provide reassurance to employers, participants andparents of child participants that the coach is adequately trained toperform their role, correctly insured and actively involved in ongoingpersonal development. It is intended that this will, in turn, raise theprofile and professional credibility of the coach and further enhancetheir employability.

We wanted to recognise coaches as professionals and to provideclubs and leisure centres with confidence in the coaches they wereemploying.

Coaching and Performance Project Manager, England Squash & Racketball

Development of a relationship with the governing body

Just as a licensing scheme provides easier and more frequentcommunication from the governing body to the coaches, thecoaches are also able to communicate more easily and frequentlywith the sport. This two-way engagement is designed to facilitate abetter working relationship. Coaches also have greater opportunitiesto access guidance and support.

Access to relevant CPD

The minimum standard requirements of most licensing schemesstipulate that coaches must complete a set number of CPD modulesor access further qualifications over a set period of time in order tomaintain/renew their licence. Subsequently, many sports offer (and itis an aspiration of all to provide) a range of CPD courses tailored totheir coaches’ needs, which seek to recognise the participants theyare coaching and environment they are working in.

In addition to the more formal and traditional types of CPD, somesports also offer more informal forms of CPD and accept these asevidence that the coach is undertaking ongoing personaldevelopment. These types of CPD may also provide coaches withnetworking opportunities. Governing bodies questioned hope thatthe access to CPD (with some discounts for licensed coaches) andthe tailored provision (eg informal workshops led by regional headcoaches) will act as a motivation for coaches to apply for a licence.

Access to relevant insurance cover

The majority of coach licensing schemes offer coaches insurancecover for their activities in the coaching and competitionenvironment. The cost of the insurance is usually factored into theoverall licence cost and tends to be cheaper for the coach than ifthey were to purchase the insurance independently. Other providersdo offer insurance to coaches; however, governing bodies hope thatthe additional benefits of the licence will convince coaches to takethe insurance as part of the coach licence package.

Business ModelsFollowing on from the rationales for setting up a licensing scheme,sports coach UK was keen to understand what business modelsgoverning bodies have in place and the types of managementsystems that are required to operate the range of schemes.

Key Findings

Schemes are generally not income generators

Licensing schemes, on the whole, were not reported to be incomegenerators. Any cost imposed on the coach for obtaining a licence isgenerally used to cover the administration costs of running thescheme, which can help it to become self-financing in the long term.

Cost to the coach

The cost to the coach of obtaining a licence varies from sport tosport and largely depends on the range of benefits that accompanythe licence. The costs reported by the governing bodies consulted inthis research ranged from no fee up to £60 a year.

Resource implication for the governing body

The resource implication for the sports also varies hugely dependingon the scale and complexity of the scheme. For some sports, theresource requirements are considered to be minimal and involve:

• the production of licence cards

• Microsoft Excel databases to host coach details

• less than a quarter of one employee’s role to manage the tasks.

For other sports, the resource implications are greater and have involved:

• the creation of advanced IT systems with automated email alertsand reminders for renewal and CPD completion

• web pages with log-in areas and personal online accounts to tracklicence stats and CPD progress

• three or more employees to manage the systems.

The initial set-up and development costs of bespoke IT managementsystems were discussed in detail with two sports that have beendeveloping new schemes over the last 18 months. The initial costs ofsetting up online automated systems were identified as at around£25,000. Ongoing costs were identified as being around £4–7 percoach per year.

It is worth highlighting that initial development and set-up costs andongoing maintenance costs will vary. Factors highlighted by the sportsthat impact on costs include:

• the current database management system being used by the sport

• any requirement to share information across a number of datamanagement systems

• the level of automated services required and the functionality ofthe system

• the level of access required within the system (number of userswho can input/verify information)

• number of coaches involved.

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Sources of funding

For those sports hosting more advanced systems, and whichsubsequently required funding to set up their schemes, the followingsources of income were identified:

• income from governing body sports programmes

• income from CPD courses

• grants.

In some cases, revenue has also been generated from an increase insales of governing body merchandise (which is available at adiscounted rate to licensed coaches) and also from commission ongoods purchased from the sport’s commercial partners.

Many governing bodies choose to link their licensing scheme to theirmembership scheme. Some schemes require coaches to be amember before applying for a licence so, although the licence is free,income is generated through membership. Others grant free affiliatemembership with the licence, thereby using membership as anincentive to become licensed.

Licence RequirementsAlthough there are some slight variations across sports, there appearto be a number of common components that coaches are requiredto have in order to receive a licence, including a:

• (UKCC) coaching qualification

• ‘Safeguarding and Protecting Children’ workshop certificate

• first aid award

• valid DBS check.

Licences tend to be valid for 1–3 years, with the revalidation processbeing fairly consistent across sports. On the whole, revalidating alicence involves coaches having to complete a certain number ofCPD components before the licence expires. Some sports require allcoaches, regardless of their level, to complete the same amount ofCPD, whereas others require higher level coaches to complete moreCPD (see the BJA case study). Many sports will accept a range ofCPD components, including those run by external organisations.Where it is deemed relevant, and sufficient evidence is provided,some sports will even accept CPD that is non-sport or non-coachingin context (see the England Squash & Racketball case study).

Licence Benefits PackagesAlthough variations occur between sports, the research identifiedthat a typical licence package includes the following components:

• insurance

• discounts (on equipment and/or clothing)

• newsletter/journal subscription

• access to restricted online content with log-in facilities

• discounts/competitions for tickets to games and events

• discounts on work-related facilities (eg hotels, car hire).

See the case studies for specific examples of the benefits offered byindividual sports.

Licence Scheme CommunicationAll governing bodies recognised the importance of effectivelycommunicating the benefits of being licensed and the process to befollowed in order to receive a licence. The methods reportedly usedby governing bodies to communicate with their coaches about theirlicence schemes include using:

• emails

• newsletters

• website content

• mailed letters

• promotional materials issued on completion of UKCCqualifications

• automated licence renewal reminders.

Many governing bodies, however, reported difficulties in successfullycommunicating with their coaches on the benefits of being licensedand the associated benefits package.

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Summary and Top TipsIt is evident from those sports involved in the research that no twosports are approaching coach licensing in the same way, althoughthere are common rationales, components and benefits across theschemes explored.

All the governing bodies involved agree that coach licensing hasallowed them to provide more frequent information, and morerelevant support and services, to those coaches who have engagedwith licensing.

By admission of those involved, no governing body spoken to hasdeveloped and implemented a licensing scheme that it is completelysatisfied with. All the schemes explored have evolved over time andare still evolving to meet the needs of the sport and its workforce.Many schemes have needed to change to reflect developments incoaching qualifications, and participant and coach modelling work.

Ongoing development of schemes has also been driven by coacheshighlighting to the sport their desire for support relevant for theircoaching role (see the BJA and LTA case studies).

It has become evident through this work that a significant amount ofknowledge and experience of setting up and running licensingschemes exists within governing bodies of sport, and as a result,those sports yet to develop a scheme may benefit from the learningof those before them.

To that end, the following top tips act as a summary of the keylearning.

Have a Clear Rationale and Get Buy-in from Everyone• It is important for everyone within the sport to understand thereasons behind having a licensing scheme and to buy in to theconcept. Ensure that the board/governors understand and drivethe implementation of a scheme through all departments. Aim tomake it part of the culture of the sport.

• It is equally important to work with coach deployers to ensurethey subscribe to the scheme. For a truly successful licensingscheme, sports will need coach deployers to implement theprinciples of the scheme (eg by only working with coaches whohave a valid licence).

• Lead by example. Getting the governing body’s head, national andelite coaches to show their support by possessing a valid licencecould help to encourage all other coaches to follow suit.

• Consultation is key. Consult your coaches and clubs initially tofind out what they want from a licensing scheme and to ensurethey understand the rationale and benefits for all involved. Duringimplementation, it is important to encourage ongoingcommunication with coaches and clubs, and continue to tracktheir satisfaction with the scheme once it is up and running.

Have a Sustainable Business Model• Do your research. Make sure you review what resources andsystems you will need to create a successful and sustainablescheme. Can you afford the systems (technical and people) to runthe scheme?

• Designing the right benefits package is vital – the right packagecan be a big incentive for coaches to become licensed, form partof the tailored support you can offer licensed coaches, be used togenerate income to support your licence scheme, and increaserevenue from commercial partners. It is also important to ensurethat all the elements of the benefits package are clearly andregularly communicated. Maintaining your side of the deal isimperative to the successful running of the scheme. For example,if you can’t keep on top of the renewal process, coaches will notsee the need to renew their licence or maintain the currency oftheir CPD.

• The more you can automate, the better and easier youradministration will be. For example, where possible, send outautomatic CPD completion reminders and licence renewalreminders.

• Consider making the licence scheme opt-out, rather than opt-in.If a licence is issued automatically upon meeting certain criteria, itwill be less burdensome for coaches to engage with the scheme.

Case Study Example – Tennis

The LTA has made it a requirement of its Clubmark statusthat all coaches employed by a club must be accredited (egregistered with the LTA) and at least one coach at the clubmust have a licence. Leisure providers are also encouraged touse accredited and licensed coaches.

Case Study Example – Judo

The BJA consulted its coaches on the licensing scheme and tofind out what types of CPD were required. It did this bygathering feedback from the coaches who attended itsconferences, workshops and regional meetings, and viaquestionnaires.


Keep Your Schemes Distinct• If you have separate registration and/or membership schemes inaddition to a licensing scheme, make sure they are clearly distinct.The function of a membership scheme has been defined as toprovide individual membership and a basic range of services tocoaches or those interested in coaching, and it is often open to allinvolved in the sport. For clarification on the three recommendedtiers of coach membership, registration and licensing, see‘Registration and Licensing: Preliminary Recommendations for theSports Coaching Industry’3.

• A coach registration or licensing scheme is an opportunity tooffer further support and benefits to your current and activecoaching workforce. The level of benefits and services offeredshould reflect this, to encourage coaches to engage in the moreinvolved coach registration or licence scheme. For example, if youhave a separate membership that offers coaches insurance for acost, and your licence scheme does not appear to offer coachesmany additional benefits, you will risk coaches only becoming amember and not subscribing to the full licence. Having a licenceneeds to be seen as an additional benefit on top of any othermembership the governing body is offering.

• If you are going to have progressive registration, membership andlicensing schemes, it is not advisable to make them all necessaryand costly.

Get the CPD Right for the Coaches• Think about the travel and cost implications to the coach ofcompleting CPD. The majority of coaches are volunteers andcoach in their spare time. Therefore, any CPD they complete isalso likely to take place in their spare time and be funded fromtheir own pocket. These factors are potential barriers for coachesto complete CPD.

• Being coach-centred and flexible is key. Different coaches havedifferent needs and learn in different ways.

Research shows that governing bodies that are flexible and assistcoaches (eg by offering CPD in a variety of formats and offeringonline courses in addition to a face-to-face course) are likely tosignificantly increase the number of their coaches who engage inCPD. Research completed by sports coach UK in 20134 revealedthat coaches are using, and continue to be likely to use, onlineresources to help them develop. What is more, the researchidentified that, for many coaches, one of the key advantages of onlinelearning is being able to complete courses at a place and time oftheir choosing, removing the financial and time burdens of alwayshaving to attend a course centre, often during their weekend. Otherways in which governing bodies can help their coaches to engage

more readily in CPD are by accepting CPD courses from a range ofproviders and considering recognition of prior learning (RPL) amongmore experienced coaches who may not have progressed throughthe coaching pathway in the conventional manner. For moreinformation, see ‘Recognition of Prior Learning: Developing Processand Procedures’5.

3 sports coach UK (2010) ‘Registration and Licensing: Preliminary Recommendations for the Sports Coaching Industry’, www.sportscoachuk.org/rl-report4 sports coach UK (2013) ’The Appetite for Online Coach Education: Now and the Future’,www.sportscoachuk.org/sites/default/files/The%20Appetite%20for%20Online%20Coach%20Education%20Now%20and%20the%20Future.pdf

5 sports coach UK (2012) ‘Recognition of Prior Learning: Developing Process and Procedures’, www.sportscoachuk.org/sites/default/files/Recognition%20of%20Prior%20Learning.pdf

Case Study Example – Tennis

The LTA has a differing level of services and benefits for itsregistered and licensed coaches. The insurance packageoffered at each level is tailored to reflect the needs of thecoach and their role.

Case Study Example – Squash

England Squash & Racketball is willing to accept CPD in anumber of formats and different contexts, providing itdemonstrates relevant personal development. For example,the governing body has been known to accept a Duke ofEdinburgh’s Award and an A level in physical education asrelevant forms of CPD.

Case Study Example – Football

The FA has committed to offering accessible and affordableCPD delivered on a county, regional and national basis, boththrough face-to-face training and online provision.

Case Study Example – Judo

The BJA was keen to make attendance at its nationalconference part of the coach licence renewal process. As aUK governing body, it had to consider the implications of thisfor coaches not on the mainland, and ensure that appropriatealternative opportunities were offered.

Case Study Example – Table Tennis

The ETTA asks its coaches for certain information when theyapply for a licence and then again every year when theyrenew it. Coaches are asked to provide details such as whatlevel they are coaching at, where they are coaching, who theyare coaching and how often. This provides the ETTA with aninvaluable source of information and an opportunity to trackits coaches on a yearly basis to identify trends and needs.

Maximise the Potential of the Contact You Havewith Your Coaches • The existence of a licensing scheme means that your governingbody has access to a sample of your coaches that mightotherwise be hard to contact. Utilising this opportunity can havegreat benefits for the governing body. For example, it can provideintelligence for workforce auditing.


Registration and Licensing CaseStudy: England Table TennisAssociationThis case study has been produced in conjunction with the EnglishTable Tennis Association (ETTA) to describe the registration andlicensing scheme that the governing body has in place. The case studyhighlights the key learning that the ETTA feels it has gained from theprocess and shares its top tips for those new to setting up a coachlicensing scheme.

Background: The Rationale The ETTA has had a coach licensing scheme for three years. This hasreplaced its coach registration scheme. The key drivers for setting upthe scheme were as follows:

1 It was a key element of The UK Coaching Framework that thesport felt needed to be addressed in the development of itscoaching system.

2 The ETTA wanted to know more about its current workforce:

a Who is coaching?b What qualifications do they have?c Do they meet safeguarding standards?d Where are they working?e Who are they working with?

3 It also wanted to raise the standard of coaching within tabletennis and increase the level of interaction with coaches.

The Scheme: Then and Now In 2009, there were 400–500 table tennis coaches registered on anETTA coach register scheme. In 2010, it became mandatory forcoaches to have an ETTA coach licence. Now, around 760 coacheshave a licence (about 80% of the workforce).

The ETTA believes that there are two significant things that havecontributed to an increased interaction with the scheme fromcoaches and clubs:

1 There is a greater understanding of the current scheme and theassociated benefits for coaches and clubs. The ETTA hasdeveloped improved communications and media about thelicence scheme, circulating these to coaches, clubs and members.The support of regional coaches (employed) in educating theworkforce has also been beneficial.

2 The ETTA has changed the process to encourage coaches andclubs to engage with the licensing scheme. Coaches can nowaccess insurance at a reduced cost (via an umbrella insurancepolicy) if they apply for a licence, and many ETTA programmesand competition structures require coaches to have the currentlicence to be able to participate. Registered (Premier) clubs needto use licensed coaches or club insurance may be invalid. To applyfor the current ETTA licence, a coach has to have a coachingqualification and a Disclosure and Barring Service (DBS) checkevery three years. At present, there is no ongoing continuousprofessional development (CPD) requirement, but coaches needto apply annually by completing an application form that requiresdetails about the club they are involved in and the coaching theyare undertaking, which is then verified by the ETTA. The ETTA isalso working towards including up to date safeguarding and firstaid certificates as part of the licence requirements fromNovember 2013.

The current scheme offers coaches the following benefits:

• insurance cover (up to £10million sports/civil liability insurance)

• two types of personal accident cover (permanent and temporarydisablement)

• inclusion on the online ETTA licensed coach register

• potential for increased coaching opportunities

• access to online player development logs

• access to a coaching video library portal with in-built sessionplanner

• membership of the ETTA, with access to e-newletters, updatesand member freebies

• free access to coach development workshops run by regionalcoaches across the country.

The application process is currently moving online from being paper-based. Coaches will be able to log on and apply/pay for andupdate elements of their licence online. This system (along with avirtual learning environment and online event/course booking)should be online by summer 2013.

There are also plans to link the online ETTA system with theCoachWeb system, which is used within the majority of the Englandcoaching networks, so that information on licensed coaches can beshared with the county sports partnerships (CSPs) whereappropriate and if coaches are happy to do so. This will enablelicensed coaches to access further support and developmentopportunities provided through their relevant CSP.

Where Next?Although the existing licence scheme has only been in place forthree years, the ETTA is looking to develop it further over the nextyear to reflect its emerging coach modelling work. It plans to includea number of different tiers in the licence, which will differentiate thelevels of the coaches and the coaching environments they areworking in.

At present, the licence requirements are standard across all levels ofthe coaching workforce. The requirements are also quite basic, whichhas helped to engage coaches to be involved. (As outlined above,approximately 80% of the workforce have complied.) The evolvedlicence will require coaches to complete a number of CPD options,which will be specific to the level of the coach and the environmentthey are working in.

© Action Images Limited/Reuters


Key Learning Points The ETTA has faced a number of challenges with the developmentof its coach registration and licensing, which has led to the followinglearning points:

• Getting buy-in from coaches and clubs was tricky initially, but theETTA feels that this has been solved by raising awareness of thescheme and getting buy-in from the board and national coacheswhen the scheme was revamped:

− Getting the sport’s rules and regulations changed to set thedirection for this work was key so that the importance ofcoach licensing runs across all areas of the sport.

− National and regional coaches are good role models for thesport – other coaches aspire to operate at the same level of professionalism.

• Better consultation when the scheme was revamped has led tomore coaches being willing to participate as they have a greaterunderstanding of it and have had the opportunity to input.Benefits associated with the scheme are relevant to coaches.

• ETTA staff feel it will be easier to further develop extracomponents of the scheme now they have coaches and clubsbuying into the scheme and linking with the governing body.

Top Tips • Ensure that a licence scheme is fully adopted across the sport.Having support for the scheme from the board and nationallyrecognised coaches, as well as linking into club and deploymentstructures, has helped to raise the profile and importance oflicensed coaches within the sport.

• Ensure you have a coach database that you can use as a startingpoint. Even just using an Excel spreadsheet can be the basis of alicensing scheme. (However, if possible, develop an online systemthat all stakeholders can access to reduce reliance on one data‘manager’.)

• Create a benefits package that is relevant to your coaches, andensure that you market this as it helps coaches to see the benefitsof being involved.

• Consult widely with your coaches and clubs, and ensure theyunderstand the rationale for the scheme.

© Paul Childs/Action Images Limited

Further SupportFor more information on the ETTA licensing scheme, visit:http://etta.co.uk/coaching/coach-licence-crb/etta-coach-licence-scheme/

For support with coach registration and licensing, or withother areas of your coaching system, please contact yourCoaching System Manager at sports coach UK or visit:www.sportscoachuk.org/people-who-develop-coaches

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Registration and Licensing CaseStudy: British Judo AssociationThis case study has been produced in conjunction with the BritishJudo Association (BJA) to describe the registration and licensingscheme that the governing body has in place. The case studyhighlights the key learning that the BJA feels it has gained from theprocess and shares its top tips for those new to setting up a coachlicensing scheme.

Background: The RationaleA BJA coach licence scheme has been in place since the 1960s. In the1980s, the sport had three levels of coaching qualification with acoach licence linked to the structure. Coaches were asked torevalidate the licence every year by attending a predeterminedtechnical module. By 2004, the sport had moved to the UK CoachingCertificate (UKCC) qualification structure. There are now three levelsof coaching qualification and a BJA Instructor Award.

The BJA has reviewed and evolved the coach licence scheme overtime. The reasons for this have been as follows:

1 The UKCC has driven developments of the sport in terms ofqualifications and identifying different coaching roles and domains.Population-specific developments in this work have led to the BJAevolving the revalidation process for the coach licence scheme toreflect identified roles and support the current coaching structuremore effectively.

2 Feedback from coaches has also played a big part in evolving thescheme. Through consultation and ongoing feedback, the BJAknows that coaches want to:

a be recognised for the development and learning that they do

b undertake learning that is relevant to their coaching role.

The Scheme: Then and NowCurrently, a BJA coach will gain a coach licence when they gain theircoaching qualification and have the following: an up to dateDisclosure and Barring Service (DBS) check; a current ‘Safeguardingand Protecting Children’ certifcate; a first aid certificate; membershipof the BJA. Up to the end of 2012, the revalidation process for thescheme was an annual process, which consisted of:

• retaining BJA membership

• ensuring the DBS, safeguarding and first aid documentationremain current

• attendance at a technical continuous professional development(CPD) workshop.

The BJA has approximately 2316 licensed coaches at present (100%of the qualified workforce).

In January 2013, the revalidation process became more coaching-level-specific, with a wider variety of generic and sport-specific CPD options available for coaches to choose fromover a longer period of time.

The requirements are:

• current BJA membership (annual)

• ensuring DBS, safeguarding and first aid documentation remain upto date

• completion of a number of CPD modules (see below).

Level 1 coaches (to be completed over three years):

• five revalidation activities (a mix of Level 1 sport-specific andgeneric modules).

Level 2 coaches (to be completed over three years):

• five revalidation activities (a mix of Level 2 sport-specific andgeneric modules)

• attendance at a national technical conference once during theperiod.

Level 3 coaches (to be completed over six years):

• eight revalidation activities (a mix of Level 3 sport-specific andgeneric modules)

• attendance at a national technical conference twice during theperiod.

The coach licence is free, but coaches do need to pay to be amember of the BJA and also for the CPD modules accessed.

The scheme offers coaches the following benefits:

• an official licence card for valid BJA authorised or recognisedactivity

• comprehensive public liability insurance and personal accidentcover for all those living in the UK

• access to BJA competition opportunities and training schemes

• an educational judo diary with technical syllabus information and aplayer record log

• a quarterly magazine

• a weekly e-newsletter and coach updates from the BJA

• a TeamCard Loyalty scheme where points collected can beredeemed on merchandise from the online judo store

• access to judo championships and World Club and tickets at areduced rate.

Further DevelopmentsThe application process is moving online from being paper-based.The BJA is in the process of building a new online platform forcoaches, which will support the qualification and coach licensingstructure. Head coaches of clubs will also be able to accessinformation on coaches in their clubs to check on status andvalidate/support the revalidation process for the licence.

New modules in a variety of learning formats (eg workshops/onlinelearning) will be added to the CPD options available to coaches asthe coach modelling work progresses within the BJA.


Key Learning Points The key learning points for the BJA through the evolution of itscoach licensing scheme have been as follows:

• Raising awareness of the rationale and benefits of the scheme andconvincing the coaches that they need to be involved (whichincludes building a benefits package that is relevant to their roleand needs) has been hard work but is really important to movethe scheme forward.

• Linking the coach licence to the Clubmark scheme has alsohelped to raise the profile of the licence with coaches and clubs.

• Development staff working with clubs to ensure there iscontinued awareness of the coach licence requirements andsupporting the club to ensure coaches meet requirements hasbeen important.

• Regional development staff also working with employers anddeployers to highlight the benefits of working with licensedcoaches has helped to raise awareness of the scheme outside the sport.

• Linking the DBS and safeguarding requirements to the licence hasreally helped to drive up standards. The sport feels the benefits ofusing a licensed coach are:

− the coach is qualified (and also insured) by the BJA

− keeping up to date with minimum standards of deployment(DBS, up to date safeguarding and first aid certificates)

− keeping in contact (and up to date) with the sport

− coaches are known to the BJA, which has a mechanism toverify their qualifications and deployment status if required.

Top Tips • A good consultation process is really important to ensure thateveryone in the sport understands the scheme and has theopportunity to comment. The BJA undertook a consultationacross the UK using a number of different methods.

• Ensure you have a method for coaches to feed back to you as anongoing part of the process.

• Make sure the consultation process is relevant for the level ofcoach you are consulting with and includes information on whatyou will require them to do as part of the new scheme. Forexample, a head coach of a club may need to verify the coachingpractice of their club coaches – how would they feel about that?

• Consider the location and needs of your coaches when planningyour licence requirements. The BJA had to consider theimplications of asking coaches to attend a coaching conference forcoaches outside the mainland UK, and ensure that appropriateopportunities were offered.

• The wider the variety and format of CPD offered, the morecoaches will want to engage. Think about ways of accrediting non-formal learning also.

© BJA

Further Support For more information on the BJA coach licensing scheme,visit: www.britishjudo.org.uk


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Registration and Licensing CaseStudy: Lawn Tennis AssociationThis case study has been produced in conjunction with the LawnTennis Association (LTA) to describe the accreditation scheme thatencompasses registration and licensing that the governing body hasin place. The case study highlights the key learning that the LTA feelsit gained from the process and shares its top tips for those new tosetting up a coach licensing scheme.

Background: The Rationale The LTA first introduced its licensing scheme in 1997. The rationalefor setting up the scheme was twofold:

1 a drive to professionalise coaching – looking to ensure coacheswere suitably qualified and regularly engaging with the governingbody (and therefore keeping abreast of training and developmentopportunities)

2 to recognise those coaches who are committed to continuousprofessional development (CPD) and developing themselves, andprovide a more tailored service to them – the LTA had receivedfeedback from a number of coaches who were keen to developthemselves and wanted support and recognition for doing so.

The Scheme: Then and Now Looking back at the early days of the scheme, the LTAachknowledges that initially it was too prescriptive – coaches weretold what CPD to undertake.

As a result of ongoing consultation with coaches, the LTA decided torevamp the scheme in 2009. One of the significant changes was amove away from a three-year licence to a one-year coachaccreditation scheme, which the LTA feels is now more coach-centred. In the new scheme, there are two levels: registrationand licence.

To be a registered coach (which costs £25), the coach must have atennis coaching qualification, first aid certificate, Disclosure andBarring Service (DBS) check, adhere to the LTA Code of Conductand have a reference.

To be a licensed coach (which costs £60), a coach must have a UKCoaching Certificate (UKCC) Level 3 coaching qualification or higher,first aid certificate, DBS check, adhere to the LTA Code of Conduct,and have two referees and 15 training credits (which can beobtained by undertaking a variety of CPD modules).

Coaches now complete 15 hours of training each year rather thantrying to complete 45 in the last year, which is what many coachesdid in the past.

Coaches can start to renew their accreditation one month prior tothe renewal date and have a two-month grace period to haveeverything in place. The CPD elements in the new scheme are a mixof sport-specific and generic coaching topics and can be attained in anumber of formats. Examples include workshops, conferences andonline courses. They are provided by the LTA and a number oforganisations that are approved by the LTA.

When the scheme was relaunched in 2009, the LTA set up an onlinesystem allowing coaches to register for CPD modules online andmonitor their licence status. Previously, the whole process was paper-based.

Where Next and Key Learning PointsThe LTA has found the online system to work well. It gives coachesthe access to log in and track their own progress and allows the LTAto monitor the CPD elements that coaches undertake. (The LTAdoes not allow a coach to repeat a CPD course unless a good casecan be made.)

There are approximately 2500 licensed and 1000 registered coacheson the system. The LTA is looking to continue to raise the profile ofits coach accreditation scheme and increase the numbers of coachesinvolved. In terms of key learning points and successes of thescheme, the LTA has found the following:

• Working with clubs and linking coach licensing with the LTAClubmark scheme is helping to raise the profile of the scheme,along with ensuring that only registered and licensed coaches arelisted on the LTA website (as this helps with employability).

Registered Coaches Licensed Coaches

Insurance cover Insurance cover

Legal advice Legal advice

Access to reserved area of thewebsite (coaching resource)

Access to reserved area of thewebsite (coaching resource)

Inclusion on LTA list ofaccredited coaches on the website

Inclusion on LTA list ofaccredited coaches on the website

Employer liability insurance

Personal accident cover

Physio support

Clothing and equipmentdiscounts

Deals on Wimbledon ticketsand international events

Hotel discounts

Car leasing offers

International Tennis FederationiCoach

The accreditation scheme offers coaches the following benefits:


• Regular communication with coaches is important, in particularsending out reminder emails leading up to licence renewal time.

One of the challenges that the LTA has faced so far with the schemehas been getting the message out that coach accreditation isimportant and beneficial to the coach and not just something theyhave to do for the sport – many coaches reported that they felt theprevious scheme was largely driven for the benefit of the sport.Through consultation with its coaches, the LTA has found thatcoaches often don’t realise what the scheme offers and all thebenefits associated with being licensed. For example, the LTAconducted a survey to find out what coaches would like to have aspart of the benefits package. One of the most popular thingsmentioned was having access to physiotherapy care, which is actuallya service already offered as part of the scheme.

The LTA is looking to develop the scheme further by:

• enabling a recognised provider to administer its courses throughthe LTA website

• allowing all website users to see the available CPD modules,which at present is restricted to the licence log-in area of thewebsite. It is hoped that by allowing all coaches to see thisinformation, it will help to promote the benefits of being licensed.

Top Tips • When starting a licensing scheme, ensure you communicate tocoaches and all involved why the scheme is being introduced andthe benefits for all.

• Consult widely with your coaches, listen to what they have to say,and ensure you have a mechanism to obtain ongoing feedback tocontinue to develop and refine the scheme.

• Provide flexible forms of CPD that coaches can choose forthemselves depending on their needs. The LTA has found that amore flexible and coach-centred approach to CPD has helped toget buy-in from the coaches, who now want to engage in CPDthat they believe is right for them.

• Tailor the benefits package to be relevant to the coaches and thelevel they are working at. Providing a more personalised servicewill hopefully help coaches with their role and recognise the levelthey are working at.

• Work closely with your coach deployers to ensure they buy in tothe scheme and therefore help to implement it on your sport’sbehalf. The LTA believes that working within the club structure,and with other private deployers who run LTA programmes, hashelped to increase awareness and understanding of the scheme,and helped to raise its profile.

© Andrew Boyers/Action Images Limited

Further Support For more information on the LTA’s licensing scheme, visit:www.lta.org.uk/Coaches-coaching-assistants/Coach-Accreditation1/


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Registration and Licensing CaseStudy: England Squash &RacketballThis case study has been produced in conjunction with EnglandSquash & Racketball to describe the licensing scheme that thegoverning body has in place. The case study highlights the sport’s keylearning from the process and shares its top tips for those new tosetting up a licensing scheme.

Background: The RationaleEngland Squash & Racketball has had a coach licensing scheme sincethe mid-2000s. The rationale for setting up the scheme was twofold:to recognise the professionalism of coaching within the sport; and toprovide clubs, leisure centres and all coach employers withreassurance and confidence that the workforce is appropriatelyskilled and qualified.

The Scheme: Then and NowWhen the scheme was first launched, the process for getting alicence involved coaches obtaining qualifications in first aid, ‘Equity inYour Coaching’, ‘Safeguarding and Protecting Children’ and having avalid criminal records check in addition to a squash and/or racketballcoaching qualification. The number of coaches who applied for alicence was relatively low so, in 2008, the decision was made torevise the process so that a licence is granted to all coaches oncompletion of their UKCC Level 1 squash coaching award. (Aprerequisite for acceptance on to the award is to have been on a

‘Safeguarding and Protecting Children’ workshop and have a validDisclosure and Barring Service [DBS] check.) It was hoped thatlinking the Level 1 award with the licence would make the processless burdensome for coaches and thereby increase the number ofthose with a licence. Indeed, England Squash & Racketball has seenan increase in the number of licensed coaches since this revision tothe scheme.

The current licence scheme offers coaches the following benefits:

• a guarantee to employers and customers that a coach has metthe necessary requirements and, therefore, they can be confidentin contracting the coach’s services

• the opportunity to be promoted via England Squash & Racketballwebsite, thus increasing coaching opportunities

• access to the continuous professional development (CPD)programme

• access to coaches’ conferences and seminars

• access to online resources.

Currently, a licence is valid for three years, coinciding with the needto renew DBS checks and the ‘Safeguarding and Protecting Children’workshop every three years. To maintain the validity of the licence,coaches must also complete one component of CPD each year.England Squash & Racketball accepts a wide range of CPD, providingit has an element of personal development and ideally some link tosport. For example, the Duke of Edinburgh’s Award and an A level inPhysical Education have been accepted as relevant forms of CPD.

© Action Images Limted/Reuters


Where Next and Key Learning PointsThe sport has seen an increase in the number of licensed coachessince the linking of the licence with the UKCC Level 1 award.However, England Squash & Racketball feels that its scheme stillrequires some adaptations in order to get a significant proportion ofits coaches licensed. Consequently, the sport has identified thefollowing areas as being essential in the successful development of its scheme:

• Ensure coach deployers, such as clubs and leisure centres, buy intothe benefits and value of only employing coaches with a licence toensure minimum standards are achieved. England Squash &Racketball acknowledges it has not yet achieved this to its fullpotential and, consequently, coaches continue to be employedwithout a licence.

• Have the appropriate resources in place to ensure licensedcoaches keep their qualifications up to date and complete therelevant ongoing CPD to maintain the validity of their licence. The sport has developed a new database management systemthat will allow automatic email reminders to be sent out tocoaches one month prior to the deadline for CPD completion orlicence renewal.

• Effectively communicate the licensing scheme and the associatedbenefits to coaches. If coaches do not know about the schemeand its benefits, the number of coaches with a licence will notincrease.

• Clearly define the different levels of membership within the sport(eg membership and licensing). The associated benefits of eachlevel need to be proportionate to the level and should notconflict with or contradict one another. The sport currently has aseparate membership scheme, which offers coaches insurancecover for a fee of £40. Consequently, there are more coacheswho pay to be a member to receive the insurance than thosewho have a licence. The acquisition of a licence appears to makelittle difference to their employability (see first key learning point).

Top Tips• Consult with your coach deployers to ensure the licensingscheme fits with their needs, as well as yours. This will help thedevelopment of a scheme that deployers buy into and will engage with.

• Do your research! Make sure you develop a comprehensivebusiness plan so you know what resources you will need to runthe scheme. Do you have the capacity to implement all elementsof the scheme and ensure it works to its full potential? If not, whatwill you need to fill these gaps?

• Be clear from the outset what the benefits of having a licence are.Importantly, your coaches must consider the ‘benefits’ to be abenefit to them. Consulting your coaches on what they would liketo have included in their benefits package can be a usefulapproach to take.

• Make sure the different levels of membership your sport offersare clearly defined and the associated benefits of each areproportionate to the level and do not contradict each other.Adaptations can be made if necessary, but careful planning at theoutset will help to minimise the need for subsequent changes.

© Action Images Limited/Reuters

Further SupportFor more information on England Squash & Racketball’slicensing scheme, visit:www.englandsquashandracketball.com/coaching/licensed-coach-scheme


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This case study has been produced in conjunction with The FootballAssociation (FA) and FA Learning to describe the registration andlicensing scheme that the governing body has in place. The case studyhighlights what The FA learnt from the process and presents its toptips for setting up a licensing scheme.

Background: The RationaleThe FA has around 58,000 active coaches known to it, currentlyattached to Charter Standard clubs, and it believes approximatelynine out of ten of these coaches have a minimum of a Level 1coaching qualification. To assist more of these coaches to continuealong the coaching pathway and become qualified as a Level 2 coachor embrace the new age-appropriate youth awards, The FA was keento create a new system of recognition through the FA LicensedCoaches’ Club. The FA wanted to raise the profile and value of thecoaches, and establish coaching as a profession at every level.

The FA was also aware that many of its coaches had a tendency todisappear from the coaching environment and re-enter a number ofyears later without updating their skills and knowledge. To address allthese issues, in August 2011, The FA launched its Licensed Coaches’ Club, replacing the old membership programme called TheFA Coaches Association.

The Scheme: Then and Now Under this scheme, in order to obtain a licence, football coachesmust have a minimum of a Level 1 coaching qualification, an up todate FA ‘Safeguarding and Protecting Children’ certificate and anemergency aid certificate, in addition to a Disclosure and Barring

Service (DBS) check completed by The FA (if coaching under 18s).The licence costs the coach £12 and runs seasonally from 31 July to1 August the following year. To ensure the licence is renewed annually,coaches must complete a set number of continuous professionaldevelopment (CPD) hours each year. Level 1 coaches must completethree hours of CPD each year, and Level 2 coaches and above mustcomplete five hours of CPD each year.

The licence offers coaches the following benefits:

• access to online CPD opportunities

• access to local accredited CPD events

• a dedicated website with a licensed coach log-in area

• discounts on FA Learning courses

• attendance at an annual conference for licensed football coaches

• subscription to the Boot Room coaching magazine that featuresinterviews, news and session plans

• access to England matches through a ticketing ballot.

Where Next and Key Learning PointsThe initial marketing of the scheme proved successful, with 10,000coaches applying for a licence in the first year. Through an evaluationof the first full year, The FA has now identified a number of keylearning points and areas that it intends to develop in order to notonly encourage coaches to apply for a licence, but also go on torenew it annually.

Registration and Licensing Case Study: The FA

© Alex Morton/Action Images Limited



The areas identified for development include the following:

• Further consultation with coaches will be carried out to identifywhat benefits they would like to have included in a licensing scheme.

• Effectively communicating the licensing scheme and the associatedbenefits to coaches – one of the benefits of the scheme is accessto a video analysis software program for a quarter of the retailprice. However, few of the licensed coaches made use of thisoffer, which The FA believes is due to a lack of awareness of theoffer.

• Being clear on the details of the licence and the process for applyingand renewing – The FA believes that some coaches were not awarethat the licence runs seasonally (July year one to August year two)and not necessarily for a full year from date of issue.

• Working with the clubs who employ the coaches to ensure thelicence is integrated into their criteria for employment – currently,in order for a club to receive Chartered status, it is required toonly employ coaches with a qualification. Therefore, theintroduction of the coach licence had no direct impact oncoaches’ employability by clubs. The FA plans to redefine thecriteria for a club to achieve Chartered status to include having toemploy a qualified and licensed coach.

• The FA has now announced plans to make membership of The FA Licensed Coaches’ Club free of charge from the2013–2014 season.

Top Tips • Sell the benefits – the message to coaches has been that being aLicensed Coach will help them become better and build on theirknowledge after qualification, developing a culture of learning, andunderstanding that coach development is a journey.

• The FA Licensed Coaches’ Club is 90% about developing, valuingand recognising active coaches, and just 10% focused onregulation.

• The FA Licensed Coaches’ Club differentiates active and currentcoaches from historically qualified coaches.

• Make sure you consult your coaches prior to launching a licensingscheme. Find out what benefits they would like associated with it.If the coach doesn’t see the incentive for being licensed, they willnot join, and even if they do, they may not go on to renew it.

• Subsequently, be clear about what the benefits package is.Communicating the benefits of being licensed and thedisadvantages of not being licensed is crucial to the success of thescheme. Similarly, make sure the processes for application andrenewal are explicit. Any confusion is likely to deter coaches fromengaging with the scheme.

• Work with your coach deployers – they need to buy in to thelicensing scheme and, where possible, include the acquisition of alicence as a key criterion for employment and deployment.

• CPD can be time-consuming and costly to the coach so, wherepossible, be flexible with regard to the sources and format ofCPD you accept. The FA has committed to offering accessible andaffordable CPD delivered on a county, regional and national basis,both through face-to-face training and online provision.

© Coachwise/SW

pix

Further SupportFor more information on The FA’s licensing scheme, visit:http://facc.thefa.com/Users/Account/LogOn?ReturnUrl=%2fnews or contact [email protected]


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