Recruitment & Retention
In the Canadian Journal for Women in Coaching (April 2008), women coaches from all levels of the spectrum made a number of recommendations to author Sheila Robertson that sport organizations, with the financial support of Sport Canada and the provincial/territorial governments, must take to develop and support women coaches. Although published over a decade ago, the recommendations continue to be relevant today.
Establish a mentorship program that helps women coaches to see the path they need to follow in order to get club, provincial, and high performance positions (Canadian Journal for Women in Coaching, November 2001).
Pair young coaches with senior counterparts to discuss career issues.
Provide coaching staff with child care.
Ensure that women coaches maintain contact and remain involved with their sport organization during maternity leave.
Permit “ramping down” to shorter hours, with flexibility to tend to family matters.
Provide babysitting services during major competitions and training camps.
Support babies accompanying their coach mothers to practices, competitions, and training camps, with appropriate child care provided.
Encourage young women athletes to consider coaching, support them with mentorship, and be up front about the issues they will face, in particular child care.
Provide financial incentives to make a coaching career feasible.
Create and promote opportunities for women coaches.
Find better avenues to bring more young women into coaching.
Promote the benefits that high performance sport offers the greater community.
End the divisive mentality that pits government against government, be it federal, provincial/territorial, or municipal.
Offer flexible arrival and departure times.
Limit active coaching time to 20 hours a week so that coaches can work on their NCCP certification and handle their administrative responsibilities.
Change the traditional structure and hold mid-day practices.
Guarantee that coaches are qualified, well organized, and paid commensurate with their skill level.
Support organizations that support their coaches.
Provide coaches with travel credits.
Run coaching clinics with female course conductors.
Introduce business training to the NCCP.
Publicize the WiC programs to a much greater extent, in particular the grants and scholarships that are available.
Develop and market a seminar that addresses the emotional and practical issues faced by women coaches who return to work.
Tell the stories of women coaches to show that it is acceptable to have children and coach.
Provide coaches with the opportunity to interact with other coaches at symposiums and clinics.
The purpose of this research was to measure the impact of the Women in Coaching Canada Games Apprenticeship Program (WiC CGAP) on the individuals involved and their career coaching paths.
This is the second of a planned, biennial series of Reports on gender equity in Canadian Interuniversity Sport (CIS).
In existence since 2000, the National Team Coaching Apprenticeship Program (NTAP) has allowed more than 50 women to travel and coach with their national teams at major international events.
One of the CAC’s many long-term investments in national level women coaches through the Women in Coaching program, the NTAP is designed to provide opportunities for Canadian women coaches to work with their national team programs leading to and during the Olympic Games and other major international events. The following report was completed to present the impact of the program on the participating coaches and to measure their achievements.