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Developing a Successful Age Group Swimming Program
By Wayne Goldsmith | In Teams Development
Starting a club program and making it successful is a tough job. There are many issues to be considered and many obstacles to overcome. In general these can be classified into the following categories:
- Athletes
- Facilities
- Competition
- Budget
- Club Environment / club committee / club politics / club parents
- Support (employed assistants and volunteers
Before commencing the new position the coach should examine each area by:
- Evaluating the strengths and weaknesses of the current situation;
- Identifying the key areas that can be targeted for success;
- Planning the details of a goal based plan on how to achieve success (immediate short term and long term).
Athletes
Talent - develop a strong feeder program based on quality learn to swim. Introduce a system of learn to swim that emphasises excellence in stroke development, swimming technique and skills.
Recruit and attract the best swimmers ie. People best suited to swim in your program and who are compatible with your coaching philosophy.
Develop a fully integrated approach of setting standards for each level of swimmers with logical criteria for squad selection based on training commitment, level of competition, performance level, age, level of maturation etc.
Seniors
Set minimum expectations - 100% training attendance should be standard and attitude needs to be positive and committed to excellence and club goals. Senior swimmers should set the standards that younger swimmers will emulate.
Set demanding standards for inclusion in the senior team eg. 20×50 on 1.00 hold 35. Do not compromise on these standards.
Set a competition standard of Top 10 from the previous targeted competition, eg, to attend 1999 National Age Championships, swimmers must swim a qualifying time that would have placed in the Top 10 at 1998 National Age.
Meet with senior swimmers fortnightly to discuss team goals and personal targets.
Highlight overall development and fitness particularly in 400 medleys, middle distance freestyle and 200 metre form strokes.
Divide coaching of senior group into - A: Time based groups (all strokes) B: Stroke based groups.
Juniors
Introduce a Skills development model incorporating swimming skill, fitness level and natural talent.
Set clear, progressive standard criteria for each age group, level and standard. Make these levels clear, distinct and precise. Ensure that every swimmer in the club has a copy of these standards and understands them.
Aim for a goal of 3% improvement in all swimmers in the club each year. Make this target specific and give each swimmer target and goal times at the commencement of each season.
Assume a 100% skill level in juniors. Promote a skill-based division and swimmer classification system rather than one based on level of maturation.
Offer something different to each age group each year. This may mean difference in incentives, training routines, competition schedule, stroke emphasis, and training camp activities.
Hold back two events for flat periods. If a swimmer has been successful in one stroke or event, hold back two events to help them overcome flat periods where there is no improvement. All swimmers will experience a form slump at some time in their careers. For example, if they are breaststroke swimmers, hold back 200 and 400 medleys. If they are sprint flyers, hold back 200 and 400 freestyle.
Set individual and team based goals and ask swimmers to contribute to the setting of these goals.
Challenge the “We’ve never done it before” attitude. Set challenging new goals and demanding new standards.
Keep a report card on each swimmer with a checklist on swimming performance that includes P.B.’s skills, attendance, hobbies, school, other sports etc
SWIMMER INFORMATION CARD 1998Name: Address: Phone contacts: DOB: Parent / guardian details: Other family members in club: Emergency contact numbers: Health (sickness / allergies / injuries / chronic illness eg asthma): Personal Best times: Hobbies: School: Contact at school: Other sports played: Goals (current year): Goals (long term): |
It is likely you will have fewer swimmers when you take over owing to the usual 20 –30% movement of swimmers at most coach changeovers. Invite recently retired swimmers who left when last coach took over to come back and be a part of the new program.
Highlight overall development in all strokes and distances and in particular 200 medleys. Avoid emphasising one stroke or event before swimmers hit their mid teens.
Emphasise the importance of a social program. Successful coaches need to “outsell” other sports and activities. Offer something that is more exciting and challenging than football, cricket, basketball, netball etc can offer.
Rewards of participating in the social program should be based on attendance and commitment. 100% training attendance is the minimum standard for participation in the social program.
Introduce a health status check / musculo - skeletal screen if possible.
Avoid introducing radical changes immediately. This could lead to problems owing to swimmers having emotional ties to the previous coach. Aim to introduce permanent change in the culture of the club slowly and methodically.
Encourage participation in other aquatic sports only if they do not interfere with meet schedules, training performances, training attendances and competition criteria.
Assess the club in terms of achieving success at all levels. Can the existing structure support Age to Open Success, Club to State level success, and State to National Level success and National to International level?
Introduce training variety and differences from the previous program to stimulate the swimmers physically and mentally.
Introduce a system of “Cap Colours” for different levels and split coaching groups.
Facilities
Examine current staff, support staff and facilities.
Facilities - are they adequate? Is the pool space appropriate? What is the gym standard? Is it close to the pool and swimming specific? Are facilities available (gym and pool) during school holidays?
Does the club provide equipment - buoys, boards, fins lane ropes, flags, clocks, starting blocks, lockable storage facilities, bands etc.
Competition
Establish achievable short-term competition goals and aim at improvement at all levels.
Keep competitions separate from social engagements.
Competition should be compatible to the training program. They should be adequate and appropriate to the age and skill level of the swimmers. Set team and individual performance based goals that focus on skill and excellence in competition techniques rather than times or medals alone.
Obtain accurate and up to date club records lists and have them prominently displayed around the pool. Display club trophies and media to develop a sense of history and pride in the club.
Obtain an accurate and up to date swim calendar for club, district, regional, state and national competitions.
Make friends with the opposition club and schedule regular competitions with them, particularly prior to major meets.
Determine the club motivation. Is it towards seniors or juniors, elites or participation level swimmers?
Introduce a simple competition schedule for all swimmers. For example, rule of thumb 12 years of age – 12 competitions per year / 20 years of age 20 competitions per year.
Negotiate with the club on the swim meets the coach will attend. Be clear on how you will treat those meets. For example, “I will attend 11 meets, 4 are development level for young swimmers, 4 are skills based and 3 are full on with a full preparation, taper and peak.
Make it clear that swimmers attending additional meets without the coach do so without the coach’s support and without the coach’s approval.
Negotiate to be paid for attending meets.
Budget
Can you afford to do what you are planning to do?
What is the next step? Do you have budget and facilities for the next step in the development of the club?
The club needs to do fundraising. This should not be the coach’s responsibility; however, it should have the coach’s full support. As the club grows and the competition standards rise, so does the need for financial support and the need for available funds.
To cover the cost of the coach attending swim meets an “entry levee” of $1 per entry for any swimmer at any meet can be considered. The coach should also negotiate meals and hotel accommodation.
As the level of swimmer increases, the coach should be funded to attend state age, state open, national age and national open championships. The coach should also be funded to attend professional development courses, accreditation updating activities and self-development courses.
Financial negotiations and details of the total coaching package should include clear job performance indicators. Dates and criteria for job review should be set in place before accepting the coaching position.
Club Environment, Club Committee, Club Politics, Parents
Determine political situation - who makes the decisions in the club? Who are the key decision-makers in the local region and the state association? Who are the selectors? Who determines the competition program?
Make an evaluation of the club and the political situation - PRIOR to starting.
Make your assessment of the club, swimmers, support staff and facilities during the first month, then plan a meeting with key club personnel to discuss your assessment and outline your plans (eg. expected standard, vision for the club and long term goals).
Assess the technical skills available and the growth potential of club.
Sell (as in promote) your plans to the club, officials, parents, coaching staff and swimmers. Sell your vision to Club committee first and then sell to the other groups.
After selling the vision, individual parent and swimmer goal discussions (seniors - parents optional, juniors - parents essential) should be scheduled.
Demand individual and club commitment to excellence.
Talk with the previous coach. Why did he or she leave?
Establish an efficient administration. Check the athlete and club insurance scheme. What type of cover is it? Does it cover coaches and swimmers on tour? Does it cover volunteer staff as well as paid staff?
Develop a strong and structured communication network with parents and club administrators. Have one person from the club committee to work with the coach daily, perhaps a properly appointed liaison person to link the committee with the head coach.
Develop a “parents at training” policy that is workable. Discourage parents from talking with you during workouts; instead develop a policy where parents make appointments outside coaching hours. Clearly explain and circulate this policy widely.
The coach must be represented on the swim club committee. If the head coach is unable to attend a club committee meeting, an assistant coach must attend and report back to the head coach.
Club nights and club competition schedules should be coach driven and compatible to the overall training plan.
Introduce a weekly reporting system to the club executive (secretary and president). Include three people (coach and two others) to ensure misunderstandings are limited.
Develop a monthly reporting system to parents and swimmers. A monthly club meeting, after Saturday morning workout is a good option.
Develop a club identity. Look at club outfitting, club identification, club logos team mascot, club captains- All these things can lead to the development of identity.
Develop a rewards system - recognition of swimmers, officials and anyone who contributes to the club effort.
Develop links with the local media.
Assist the club in seeking and maintaining sponsorship.
Support (Employed Assistants and Volunteers)
Recruit volunteer support from professionals to parents. Look for those interested in swimming with different skills, eg managers, doctors, computer professionals, solicitors, marketing and advertising professionals etc.
Look to people in the club who are officials with kids that have moved on or retired. This limits conflict of interest situations.
Assistant coaches determine their level of development, experience, philosophy, qualification etc.
Schedule weekly meetings with assistant coaches and swim teachers to review the previous week, plan and structure following week, discuss key issues, handle problems etc.
Develop an “overlap” teaching program ie. Assistant takes little kids, head coach development swimmers, assistant coach takes stroke development, head coach takes junior squad, and both take senior squad. This technique ensures a double-checking of teaching standards at all levels.
If replacing a long time club coach who is retiring, have the retiring coach on side and use them as a consultant or specialist stroke coach.
Get key people on side eg. Schoolteachers, council, Sports Science/Sports Medicine people, key business people, Rotary and Lions Clubs etc.
Set Common goals and a team approach with assistant coaches. The assistant coach may have applied for your job and been unsuccessful. Demand total loyalty from your assistant coaches.
If recruiting parents to record training times or work with you pool deck, avoid having them work in lanes where their own kids are swimming.
Arrange for a referee or judge to assess workouts of team and give a written report to the club and coach of their observations. This develops a working relationship with officials and gives the coach feedback on the quality and legality of workout practices.
Eliminate non-coaching commitments, (ie “How many things interfere with coaching”). Minimise your responsibility for taking care of training gear, putting lane ropes in and out, writing up entry cards, taking times and recording.
Introduce change methodically and logically with adequate communication at each stage. Aim for long term permanent change rather than quick fixes which tend to be short lived.
Wayne Goldsmith
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