NESC Forum 2009: Wilma Shakespear and Michael Scott

The first session of day was introduced by Anne-Marie Harrison (Victorian Institute of Sport). She welcomed Wilma Shakespear and Michael Scott to their joint presentation providing an international perspective to the Forum.

Wilma Shakespear discussed  her experiences at English Institute of Sport (EIS) and her global observations about high performance environments. She described her early experiences in arriving in England in 2001 and noted the transformation of the high performance sports system over the following eight years. Two key features of the change in this time were the merging of EIS in UK Sport and the  allocation of funds to successful programs.

Wilma observed that as the system changed the focus of the system changed. The system became creative and innovative. It was targeted at sports who were close to medal performance. There was broad spectrum engagement. Development programs were part of this change.

Wilma pointed to the emergence of a Performance Directors’ Forum within UK Sport. This forum enabled exchanges at a time when the system was developing. She noted too the annual conference hosted by UK Sport as a much anticipated event that everyone wanted to attend.

In her overview of global developments, Wilma compared the Olympic Gold Medal table for USA and Germany 1988-2008. She noted the structural issues Germany faced and the internal focus that emerged post re-unification. Wilma emphasised the global forces at play in high performance sport and urged delegates to respect and recognise the knowledge available within and outside Australia.

Wilma concluded her talk with the characteristics of an outstanding high performance system:

  • The Australian daily training environment
  • The Japanese planning approach
  • The French integration of education
  • UK funding, research and innovation
  • The German club structure
  • Canadian approaches to high performance independence

Michael Scott

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Michael’s presentation to the Forum was specific to swimming. As background information, Michael noted that Great Britain won 6 medals in Beijing  (more than last four Olympics combined). In the Rome 2009 World Championships Great Britain won eight medals (placed third on points score, and 27 finalists.)

Michael noted that performance success has clear implications for funding. He reported that UK Sport adopts a no compromise approach to funding success. Michael is accountable for the performance of swimmers and is employed by HP Swimming Ltd, a body independent of Bitish Swimming.

Funding for swimming in the 2005-2009 quadrennium was 20 million pounds (sterling) and for 2009-2013 this rose to 25 million pounds sterling. These funds include:  athlete funding awards, SSSM appointments in Scotalnd, Wales, and the There are 30 staff at present not all full time. There are additional funds for performance lifestyle support too. Further investment is being made in research and innovation. Michael has responsibility all aspects of World Class Performance.

In the UK there are 5 training centres with 14 full-time coaches. These training centres are operated and managed by British Swimming. Michael was very clear that Swimming in the UK controls its own destiny. It is one of a small number of sports that has guaranteed four year funding with additional funding bonuses if 2010 performance goals are met.

Michael noted that the performance plan for Swimming requires identified annual benchmark events  (2010 Commonwealth Games, 2011 World Championships, Shanghai). Athletes are assessed at these events. Success is calibrated in a series of athlete incentive payments: Podium Level A 26,000 pounds sterling, Finalist 19,000 pounds sterling, Top 16 finish 13,000 pounds sterling. Ultimately the strict incentives are designed to deliver performance at the home Olympics.

Michael directs the British Institute of Swimming. It is a hands on role. He has a strategic plan for four years. Each year there are Annual Performance Target KPIs in three Dimensions: athlete, climate, systems. UK Sport undertakes an independent survey of athletes’ perceptions. These KPIs:

  • Monitor progress
  • Provide evidence of impact
  • Inform prioritisation
  • Help understand factors most important in the lead up to the Olympics

Michael noted that 42% of Australian medals in Beijing were won by swimmers. He noted too that despite this funding in 2009 was the lowest in the quadrennium. ustralia had a $2m decrease whilst GB had an increase 5 million pounds sterling. Michael indicated that Europe is getting stronger in swimming and drew attention in particular to Germany and Russia. He noted Brazil’s improvement even before the Olympics award.

Michael’s strong concluding point was that Australia must decide on its funding model. He emphasised the importance of accountability and controlling one’s own destiny.

IASI Canberra 2009 : Day 2: Josep Escoda

Josep Escoda presented the fourth keynote of the IASI conference: Barcelona to London: A Broadcast Science and Training Experience

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Introduction

Josep identified the three high performance centres in Spain and four single sport centres. Josep is based at the Centre d’Alt Rendiment CAR . CAR aims to provide and integrate services to high performance sport. CAR was established in 1987 in time for the Barcelona Olympics. It was established as a public company that used existing facilities. The public nature of the company gave advantages leading into preparations for Barcelona.

Josep noted that the workflow at CAR was focussed on integration. CAR has a 12 million euro budget that is sourced from the Catalan Government, the Spannish governments and income generated by CAR’s own income. There are over 200 staff at CAR. There are 400 athletes and 600 students at CAR. They participate in 26 Olympic and non-Olympic sports. The most recent inclusion has been sport dance.

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Work at CAR

CAR is the host of the International Association of High Performance Sports Training Centres (IAHPSTC). Josep outlined the development of forums to share experience. One example has been collaboration with the International Council for Coach Education ICCE.

International Projects at CAR have included:

  • 3D Motion Capture
  • Long Jump Technology Development
  • Muscle Atrophy Research and Exercise System
  • Speed Glues
  • 3D animations of jumps at Barcelona.
  • Atlanta 1996 digital motion capture.
  • 2003 FINA Championships and Image System for Swimming Events.  (This system included a four-camera, real time autotracking system to produce average velocity, turns, stroke length and frequency.)
  • Beijing 2008: interactive tracking of Catalan athletes. (Web links, digital TV recording and data stream, SMS platform for results and sharing information.) Note that TV recordings were geolocalised to comply with IOC rights.

Future Plans at Sant Cugat

Josep discussed the new facility being developed at Sant Cugat. He outlined a new technological approach to inform the building process. There is a 36 million euro investment to deliver a facility in 2011. This new facility will be state of the art and built upon principles that include: health and life balance, modularity, integration, non-invasive, instant feedback, control, quality, and ecology. There will be generic technology requirements that include.

  • Ubiquitous access
  • 10G technology
  • Integration of IP V6, Advanced XML sport standards and Mpeg7, full HD High Speed IP Cam.
  • Videoconferencing

Josep indicated that this system will be housed in a unified system with one interface. He demonstrated the concept of the hand held control room for the new facility. The new facility will involve a partnership with CISCO and Dell with a 10 years’ expected life cycle. All this within secure control access.

Josep concluded his presentation with a video animation of the new facility at Sant Cugat.