3.3 US YOUTH SOCCER. Coaching Department. Sam Snow, M. A. Coaching Director. Jill Wiser and Damaris Taylor Programs Assistants.

US YOUTH SOCCER

Coaching Department

Sam Snow, M. A.

Coaching Director

Jill Wiser

and

Damaris Taylor

Programs Assistants

US Youth Soccer 9220 World Cup Way

Frisco, Texas 75034

Phone 1.800.4SOCCER • Fax 972.334.9960

www.usyouthsoccer.org

E d i t i o n

CONTRIBUTORS

Mr. Glen Buckley, former Director of Coaching for the New York State

West Youth Soccer Association

Mr. Jacob Daniel, Director of Coaching for Georgia Soccer

Mr. Tom Goodman, former Technical Director for Mass Youth Soccer

Mr. Fran Kulas, former Director of Coaching for the Kentucky Youth

Soccer Association

Mr. Gordon Miller, Technical Director for the Virginia Youth Soccer

Association

Dr. Ron Quinn, Chair of the Sports Sciences Department at Xavier

University

Mr. Frank Trovato, former Director of Coaching for the Alaska Youth

Soccer Association

The US Youth Soccer Coaching Committee provided project

oversight.

Dr. Tom Turner – Committee Chairman

Mr. Jim Kelly – Region I Member

Mr. Adrian Parrish – Region II Member

Mr. Mike Strickler – Region III Member

Mr. Mike Smith – Region IV Member

Welcome

US Youth Soccer congratulates and welcomes you to the prestigious position of

state Technical Director. Your new position requires many qualities and

qualifications. You are primarily responsible for Coaching Education, Club

Enhancement and Player Development within your state. You are the professional

technical leader.

Your job requires many skills. These include, but certainly are not limited to, the

ability to teach, to mentor and to provide principled diplomatic leadership to the

youth soccer family in your state.

Your position is one deserving professional respect from your fellow state

association employees and the board of directors. You will be able to deepen that

respect through your actions. In fact, you are the one who will provide your

board, as well as the entire association, with the expertise and technical vision

necessary to move our game forward. Take from this Manual the portions and

ideas that you feel will serve you and meet the needs of your state.

Welcome to the US Youth Soccer family and thank you for your commitment to

youth soccer.

Letter from the President

Dear Coach,

US Youth Soccer and our Coaching Department thank you very much for all that you have done and are continuing to do for our youth soccer players—not only for teaching the game and improving their soccer skills but also for helping them to live their lives that can benefit themselves and their communities. Your commitment, dedication, and time also benefit parents, referees, administrators, and volunteers, and are most appreciated.

This US Youth Soccer Operations Manual is designed to assist state coaching and technical directors and administrators to better understand and implement the role and responsibilities of coaching leadership in each of our State Associations. Both novice and experienced coaches and administrators will find the information and guidance contained in this Manual to be beneficial.

Thank you again for your efforts and continued education in the “Game for All Kids”!

Sincerely, John Sutter President

Letter from the Coaching Committee Chair

Dear Fellow Coach,

The United States Youth Soccer Association (US Youth Soccer) regards its coaches as its most valuable resource. Each youth soccer coach enjoys a rare privilege--becoming an adult role model to a team of kids who are looking to improve their skills, enjoy time with friends, and have fun.

Youth soccer in the United States continues to show steady progress in both player volume and player quality. And, with over three million registered players, US Youth Soccer needs to maximize all of its coaching resources to provide the best soccer environment possible. To achieve this goal, we rely on you, the State Technical Directors, to be our primary bridge to the coaches and players in your state.

The “US Youth Soccer State Technical Director’s Operations Manual” is designed to assist you in two key ways: First, in understanding the personnel management and daily context of your position; and second, by providing ideas on how TD’s create positive and productive soccer environments in which coaches can help players reach their potential.

The Manual is divided into several sections to make your job easier. If you are experienced as a director of coaching and familiar with national and regional programs, you can go through the basic information and proceed directly to more advanced topics regarding your role within the framework of the national association. If you are new to the role, you can focus on the sections dealing with the structure of the association and the many channels of support available to assist you in performing your job. Once you have covered your job functions and responsibilities, you can check out some of the information on dealing with other state employees, volunteer administrators, as well as how to establish communications with coaches and administrators at the regional and national levels. Important reference information is found at the end of this Manual.

Over the coming years, I hope to see the TDs assume a more prominent role in the shaping and reshaping of the US Youth Soccer environment. Your contributions are vital to the success of this goal and I look forward to working with each of you.

Good luck!

Tom Turner, Chair

Letter from the Director

The position of state Technical Director or Director of Coaching as the position is titled in some state associations is a very prestigious and important position. The Technical Director is a soccer leader in the state, responsible for Coaching Education and Player Development, which is a profound responsibility.

The state Technical Director must work in a variety of arenas. Working with children, adolescents and adults on the field, in the classroom and in the state association boardroom is no simple task and certainly takes a quality person, you!

The state Technical Director must work closely with the national soccer organizations too. It is extremely important to develop and nurture these relationships so that the best interests of the state association membership (players, coaches, referees, administrators and parents) can be achieved.

I cherish the relationship that I have with each and every state Technical Director. As the Technical Director, I rely on your professionalism, expertise and service to help me in my efforts at the national level.

On behalf of US Youth Soccer and the US Youth Soccer Coaching Department, I warmly welcome you to the position of state Technical Director. We will work together to make the soccer environment a better place for our youth players.

Sam Snow, M. A. Coaching Director US Youth Soccer

Table of Contents

Introduction and Welcome i - vii C H A P T E R 1

Structure of Youth Soccer 1 U. S. Soccer Hierarchy 3 National Soccer Organizations 4 US Youth Soccer Hierarchy 5 FIFA Hierarchy 6 Philosophy 7 Definitions 8 C H A P T E R 2

Job Responsibilities 9 Role of the Technical Director 11 Working for a Volunteer Directed

Organization 13 Board Relations 15 The Role of the Board 17 The Role of the State Office 18 Coaching Education 20 Player Development 27 Olympic Development Program 30 Club Enhancement 43 Chapter 3

Recreational Soccer 48 Success is Critical 50 Education of Recreational… 51 Enhancing and Growing 55 Technical Resource 57

C H A P T E R 4

Subsidiary Programs 58 TOPSoccer 58 Soccer Across America 60 National League 61 Presidents Cup 61 America Cup 62 Parent Education 63 C H A P T E R 5 Profession 66 Program Management 66 Miscellaneous Expenses 71 Politics 72 Leadership 76 Presentation 78 Appendix A 81 Appendix B 89 Appendix C 91 Appendix D 93 Appendix E 97

Structure of Youth Soccer

Hierarchy – Organizations – Philosophy – Definitions

.S. Soccer, charter title: United States Soccer Federation (aka: USSF), is

the national governing body of soccer in all its forms in the United States. U.S. Soccer was one of the first organizations to be affiliated with FIFA (Federation Internationale de Football Association) in 1913. In its history, the

Federation’s mission statement has been very simple and very clear: to make soccer, in all its forms, a preeminent sport in the United States and to continue the

development of soccer at all recreational and competitive levels. U.S. Soccer is responsible for the National Teams program, Olympic Teams program, and national coaching education and licensing and referee development.

US Youth Soccer is a non-profit and educational organization

whose mission is to foster the physical, mental and emotional growth and development of America's youth through the sport of soccer at all levels of age and competition. Making participation fun will instill in young players a lifelong passion for the sport.

From its humble beginnings in 1974 with just one hundred thousand registered players, US Youth Soccer has grown into the largest sport specific youth organization in the world with three million registered players and three hundred thousand registered coaches.

A nine member Board of Directors, consisting of a Chairperson (President), Vice-President, Secretary, Treasurer, four Regional Directors and a Member at Large, conducts the national administration of US Youth Soccer. US Youth Soccer is composed of fifty-five member State Associations, each comprised of a Board of Directors elected by delegates of their member leagues, clubs or teams. Each state association belongs to one of four regions, determined

geographically:

Region I (East) Region II (Midwest) Region III (South) Region IV (Far West)

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US Youth Soccer provides a healthy sports environment through its recreational and small-sided games programs. These programs emphasize participation and de-emphasize winning at all costs.

US Youth Soccer’s fifty-five member state associations offer elite play, as well, in leagues and tournaments developed for more committed players. The US Youth Soccer National Championship Series is a year-long event with three qualification rounds of competition. US Youth Soccer State Cup Tournaments provide the opportunity for the competitive teams to earn a state championship. Regional competition awaits the winners of the State Cup competitions.

Finally, the four regional champions in the U14-19 age groups advance to the US Youth Soccer National Championships held in July. The National Cups are:

 Under 14 Boys – Youth Soccer National Cup established in 2001  Under 14 Girls – Elmer Ehlers Cup established in 2001

 Under 15 Boys – adidas® Cup established in 2001  Under 15 Girls – Kristine Lilly Cup established in 2001  Under 16 Boys – D. J. Niotis Cup established in 1976

 Under 16 Girls – Patricia L. Masotto Cup established in 1985  Under 17 Boys – Don Greer Cup established in 1991

 Under 17 Girls – Laura Moynihan Cup established in 1991  Under 18 Boys – Andy Stone Cup established in 1994

 Under 18 Girls – Francis J. “Frank” Kelly Cup established in 1994  Under 19 Boys – James P. McGuire Cup established in 1935  Under 19 Girls – J. Ross Stewart Cup established in 1980 The Coaching Department at US Youth Soccer is responsible for:

Conducting the National Youth License (“Y” License) in coordination with U.S. Soccer

Creating and modifying coaching education materials for national and state level courses in conjunction with U.S. Soccer

Technical guidance for player development at all levels of the game Creating and modifying coaching education materials for youth coaches nationwide

Development and implementation of player pathways for participation Working in coordination with the fifty-five state association Technical Directors to improve the quality, consistency and delivery of state level coaching education courses

Conducting youth coaching symposia/workshops at the national, regional and state level

Assisting the State Associations so that they can provide the best player development environment and opportunities for their youth players and coaches

Figure 1 U.S. Soccer Hierarchy

National Soccer Coaches Association of America NSCAA

American Youth Soccer Organization AYSO

Soccer Association for Youth SAY

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United States Soccer Federation

U. S. Soccer

National and Olympic Teams

United States Youth Soccer Association

US Youth Soccer

55 State Associations, 4 Regions

3.1 Million Registered Players

National Soccer Organizations with Players

American Youth Soccer Organization (AYSO) Armed Forces Sports Committee

Boys & Girls Clubs of America Boys & Girls Scouts

Dwarf Athletic Association of America (DAAA) Major Indoor Soccer League (MISL)

Major League Soccer (MLS)

National Association Intercollegiate Associations (NAIA) National Christian College Athletic Association (NCCAA) National Collegiate Athletic Association (NCAA)

National High School Athletic Coaches Association (NHSACA) National Junior College Athletic Association (NJCAA)

Soccer Association for Youth (SAY) Soccer In The Streets (SITS) Special Olympics

United Soccer Leagues (USL)

United States Adult Soccer Association (USASA) U. S. Club Soccer

United States Deaf Soccer Association United States Futsal Federation

United States Indoor Soccer Association U. S. Paralympics

Y-League YMCA

National Soccer Organizations without Players

National Intercollegiate Soccer Officials Association (NISOA) National Soccer Coaches Association of America (NSCAA) Soccer Industry Council of America (SICA)

Figure 2 US Youth Soccer Hierarchy 1

Philosophy

The coaching department at US Youth Soccer strongly believes that all of the decisions made by a state association must be focused on the proper

development of their youth players. Therefore, state associations must develop quality coaching education, parent education, referee education and club and player development programs that are appropriate for a diverse population of youth coaches, parents, referees, clubs and players. This diversity spans age, level of play, playing and coaching ability, education, special needs and culture.

Education is the key to the creation of a quality youth soccer environment. Coaches, administrators, parents, referees and players are all teachers of the game to our youth players. Therefore, quality programs must be available to them so that they can create the proper learning and playing environment for the players. The state Technical Director is crucial to the success of these programs and must lead the way.

US Youth Soccer believes that it is imperative that there be consistency in the curriculum and delivery of education for coaches, parents, referees,

administrators and players. We also believe that proper club development is crucial to positive player development because the player spends the majority of their soccer time in training, match play and socially with their club.

The state Technical Director has a responsibility to work cooperatively with other state Technical Directors to assure program consistency across the nation. They are colleagues and have a professional responsibility to support each other with their experiences and expertise. US Youth Soccer supports and fosters this cooperation and works closely with the nationwide network of state Technical Directors. This group of leaders must influence the proper development of our sport at all levels (i.e., club, state, regional and national). It is also imperative that the Technical Director not only take the time to educate board members and administrators but you must also be able to listen to these groups closely and possess the qualities to be able to look at issues from their side as well. The effort has to be a two way street, that works hand-in-hand, if our game is to surge ahead.

I C O N K E Y

 Valuable insights from experienced state directors

 Be patient, educate, persuade then stand your ground on the issues that truly matter.

DEFINITIONS

Since the definitions of local soccer organizations differ from state-to-state these definitions will be used throughout the manual.

Club = an organization that is a member of a State Association that has an

identifiable membership of youth soccer players on whose behalf the organization conducts or engages in youth soccer activities.

League = a structured group of four or more teams joined for the purpose of

inter-team play under a common set of administrative and competition rules.

Association = the administrative body within a territory determined by the

National Council to carry out US Youth Soccer’s programs for youth players.

 Even though it has been said in many situations before, 'pick your battles' is a great tip for State Technical Directors. Think carefully

and choose which issues really affect what should be your focus - coaching education and player development & selection. Let your

Board of Directors do what they want on issues such as state budgets, player registration, office staffing, newsletters and many

other such business related topics. While some of these issues may impact your programs, save your voice for issues such as how players

are being trained, coaching development, competition and player selection. When these important issues come up at Board Meetings

calmly remind the Board why they hired you and then state your professional expertise as to what is best for the players and

Job Responsibilities

Education – Development – Enhancement

tate Technical Directors have many important responsibilities attached to their leadership position. The four major responsibilities are:

1. Coaching Development and Education 2. Player Development and Education

3. The Olympic Development Program and TOPSoccer 4. Club Enhancement

Coaching Development and Education is the single most important of

the four responsibilities that you have. The coaches in your state, whether novices or veterans, are responsible for teaching the state’s youth soccer payers; this is an awesome and sometimes, quite intimidating, responsibility for adults to undertake. They are responsible for providing a quality soccer environment to a diverse population of children and adolescents who have decided to participate in the beautiful game.

The state Technical Director has the important responsibility to create and direct educational programs to prepare and develop youth coaches so that they can provide appropriate age and ability level training environments for these young players. Toward this end, the state Technical Director must provide continuing education programs and coordinate state and national licensing and certificate courses for the state’s youth coaches. When identifying and selecting your education staff, you should consider the criteria of integrity, honesty and character, as well as instructional abilities of the instructors. The staff is a reflection of you as well as the state association and we must ensure that, first and foremost, quality people are identified to carry forth the message and represent soccer in a professional manner.

Player Development and Education is a natural outcome of proper

coaching development and education as explained above. There is a direct relationship between producing quality players and having a well-structured, detailed coaching education program. The key to quality player development is

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a quality-learning environment. The state Technical Director can and must personally impact the youth players in the state by training them in their club/league environments. This is accomplished through special training

sessions and clinics. Events like these serve a dual purpose. The state-coaching leader is training the players and the local coaches can assist, observe and learn.

The Olympic Development Program was instituted so that players of the highest caliber could be identified and developed for our country’s Olympic and National Teams. Because of the necessity for a high-level selection process, the program can be controversial. Therefore, the state Technical Director must conduct a program that is professional, politically correct and beyond reproach! The enclosed explanation of these responsibilities will certainly be helpful in your quest to be a quality state Technical Director.

TOPSoccer is The Outreach Program for Soccer. It is an official US Youth

Soccer program enriching the lives of players with disabilities through the game of soccer. The TOPSoccer certificate is an integral part of the coaching

education scheme for the state association.

Club Enhancement is a new realm of work for the state Technical Director.

Until recently clubs were left to learn how to start up or improve a club in isolation. The Technical Director should give guidance on the development of soccer clubs in the state.

 Communication with your membership is vitally important to your success. Set up an E-mail distribution list for the club directors of

Coaching. Be sure to collect and communicate with the board of directors of every club in the state too. Keep your state and local

Role of the Technical Director

The relationship between the board of directors, the executive director and the chief technical employee is one of the most difficult to understand and manage effectively in youth soccer. A chief technical employee or director of coaching and player development is hired by the board of directors to meet the technical need of the association – the development of players and coaches within the organization – and must meet the requirement for the position as defined by the United States Soccer Federation. In most cases the Technical Director has more coaching education and coaching experience than any board or staff member.

Ensure that policies are valid in the context of U.S. Soccer and US Youth Soccer coaching policies and practices and in the best interest for the

development of the coaches and players. For references in this matter do follow the contents of the US Youth Soccer Player Development Model and Vision. Also reference the U.S. Soccer Best Practices for Coaching Soccer in the United

States.

In a non-profit organization boards primarily govern and staff primarily manages. It is incumbent on the Technical Director to ensure that the board is given full and complete information on current coaching and developmental theories and practices to allow them to formulate programs and policies that are appropriate for the audience – players, coaches, etc. Each party in this

relationship needs to understand its own responsibilities and those that fall in the other's purview and the way in which the board and technical staff conduct their business needs to reflect this understanding. Clear expectations for collaboration between the board and the Technical Director need to be established and

maintained.

Ultimately, the ideas and actions of the Technical Director, perhaps more than the will of the board, will influence the nature of player and coach development programs in the association. The Technical Director must help determine which issues the board will address and to assemble the information that shapes the discussion, this individual can guide the board towards a true developmental philosophy.

The following are four specific methods that can guide the teamwork between the technical and administrative personnel of the state association:

PLAN:

Use a comprehensive strategic development plan that has been

developed in conjunction with the board and supplement it with regular progress reports. This can be a useful tool for the board as it develops its own annual work plans and will keep the board focused on long-term developmental goals and the mission of the association. Regular reports based on this plan will keep board members apprised of progress toward association goals and provide part of the basis for evaluation of the Technical Director.

INFORM:

Provide the board and executive director with relevant materials

before board meetings and explain why the materials are coming to the attention of the board. Let board members know how specific agenda items relate to the association’s larger mission and what kind of action or discussion is desired of the board on each item.

EDUCATE:

Provide the board with relevant materials regarding all phases of

player development and coaching education including information provided by U.S. Soccer and US Youth Soccer. Let board members know what other state associations, the regions and the national organizations are doing to enhance player development and coaching education. Being an effective Technical Director requires a constant commitment to continuing education, the same is true for a board of directors and executive directors.

FACILITATE:

Facilitate board and committee discussions while referring to set

policies striving to engage personnel in a dialogue that leads to consensus building.

Chain of Command

To whom the Technical Director reports differs from state-to-state. In some cases the Technical Director reports to the general manager/executive director who may or may not have a technical background. In other states, the Technical Director reports directly to the president or another board member or committee. They may or may not have a technical background as well. In all cases, it is prudent for the Technical Director to refer to the items above to ensure that his direct superior is fully informed and aware of the issues with which the Technical Director is dealing and is able to evaluate the Technical Director’s performance and activities.

 The state Technical Director must attempt to forge positive relationships with the state executive board.

Working for a Volunteer Directed Organization

A non-profit organization is one that does not declare a profit and instead utilizes all revenue available after normal operating expenses in service to the public interest. These organizations can be unincorporated or incorporated.

State soccer associations are non-profit corporations incorporated in the state where they were organized and located. The United States Youth Soccer

Association is also a non-profit corporation.

The board of directors of a non-profit corporation is legally and financially responsible for the conduct of the organization. It is not a passive role but rather one that must be active for the good of the organization and for reducing liability of the individual directors. It is not just for-profit corporations that are under ever increasing scrutiny for ethical operations.

In most youth soccer associations, the members of the board are elected by the member clubs and leagues that belong to the association. The requirements for board membership are wide and varied and without any common thread beyond a desire by the candidate to be a part of the governance of youth soccer in the state. A wide variety of people are attracted to service on a state board – from enthusiastic soccer parents who want the sport to run as they envision it to current and former adult players to long time veterans of local club

administration whose kids have moved on and who wish to stay involved. The board is organized under officers and through committees typically in accordance with Roberts Rules of Order. This is a practical and effective way to provide governance of most organizations and helps to involve all board

members. Traditionally officers include a chair or president who presides at meetings and provides management of the board, a vice-chair/president who presides in the absence of the chair, a treasurer and a secretary. The treasurer and secretary positions may not be needed as today these roles are often assigned to staff of the organization.

Committees of the board can include a budget or finance committee, tournament committee, development (fundraising) committee, personnel

committee, program committees, nominating committee (future board members) and other areas depending on the needs of the organization. Often smaller non-profits may have just one or two committees or create temporary (ad-hoc) committees based on present needs.

The operation of the board and of the state association is determined by the governing documents, which include the “Articles of Incorporation” (legal

document filed with state government) and by-laws, which define the structure of the organization and the general method of operation. These documents typically require approval of the membership for their adoption and modification.

The programs and services of the association are typically governed by “State Rules,” “State Procedures,” “State Policies” or other similar documents adopted by the board of directors and/or the membership. Such documents are

transitory in that they evolve over time and reflect the conditions, goals and objectives at the time of their adoption.

 CONSISTENCY

Do not change dates, times, personnel and so on for coaching courses or Olympic Development Program trials if at all possible! The more reliable and professional you and your staff coaches are

in conducting your duties the more respect you will earn. This will pay dividends as you work with clubs and the state board of

Cooperating with Volunteer Administrators

The relationships between paid professional staff and volunteer elected directors and administrators are complex within any non-profit organization. Volunteers are drawn from a wide variety of backgrounds, interests and levels of knowledge. Requirements for election or selection are often brief or

non-existent. Often the only real requirement is a willingness to serve. Training for volunteers is generally informal and on the job. This results in a wide variety of viewpoints and approaches to issues. Board members are frequently generalists whose specific expertise and knowledge is derived by their past involvement in soccer.

On the other hand, most executive directors and Technical Directors have defined job descriptions, which include educational requirements, prior

experience in the field and in the case of Technical Directors specific license achievement from U.S. Soccer; i.e., “A” and “Y” licenses.

This sets up a classic quandary – the technical professional versus the

volunteer generalist. Ensuring successful relationships between the two requires thought and effort. In dealing with the volunteer, the Technical Director should follow some very simple guidelines:

LISTEN CAREFULLY:

the volunteer is good at identifying issues and problems

but may struggle to express concerns in technical terms. Listening and asking probing questions allows the Technical Director to gain information needed to evaluate the issue or problem.

SEEK SOLUTIONS:

using models and technical knowledge, seek to develop

effective solutions that directly address the volunteer’s concerns and explain them in non-technical terms. It is too easy to give a short technical answer, which the volunteer may not understand. In coaching, it is instinctive to provide instruction to the players in terms they can understand; the same is also true in communicating with volunteers.

TAKE OWNERSHIP:

the volunteer often senses the problem but lacks sufficient

information to develop solutions. If the Technical Director takes ownership of the issue, time can be devoted to gaining additional information, surveying available resources and providing an effective solution.

PROVIDE SOLUTIONS:

the Technical Director should seek to provide solutions

to problems not to provide answers or just impose ideas borrowed from experience or other programs. Solutions are carefully thought out, well

documented and presented to the volunteer in concise written communications. Some helpful steps to developing solutions include –

SCOPE OF CONCERN:

is the issue of wide concern or of limited concern? This basically means determining if the concern revolves around a single incident or if it involves a wide spread problem throughout a program. Knowing what the extent of the problem is allows for development of solutions that are

proportionate to the problem.

ORIGIN OF CONCERN:

analyzing the source is not simple. In dealing with

volunteers the motive and origin of the concern may be masked within the explanation of the issue. An issue may be presented in lofty terms while the basic motive is actually to seek advantage for a player, coach, organization or program.

STAKEHOLDERS:

the volunteer often senses the problem but lacks sufficient

information to know what groups within the association are involved or should be involved in developing solutions. Seeking input and buy in from all stakeholders is important in developing solutions that work.

RESOURCES:

the Technical Director should seek to understand what resources

are needed to develop solutions. Money, personnel, communications, facilities and more may come into play. Effects on other programs and activities must also be considered.

Some observations on volunteers –

FOCUS:

volunteers can be tightly focused on their own agendas, favored

programs and lack perspective on the wider picture of all state programs and activities.

PRESSURE:

volunteers, especially board members, are often elected and are

subject to pressures from those they represent.

LIMITED TIME:

volunteers are limited in their activities by their families and job

commitments and may not always follow through.

ENTHUSIASM:

personal interests and objectives can motivate volunteers.

Volunteers can have high energy and a willingness to devote countless hours if effectively directed and encouraged.

The best way to deal effectively is to listen carefully, seek information,

express interest and agree to research and then to evaluate and deliver effective solutions that consider all who are involved. This is harder than just giving answers but provides for a greater success ratio. Treating one another with dignity and respect yields quality results that directly affect the game!

The Role of the Board

DETERMINE

the association’s mission and purpose by providing continuity for

the association by setting up a corporation or legal existence and to represent the association’s point of view through interpretation of its programs and services and advocacy for them. Provide governance of youth soccer in the defined geographic area. Guide the development of administrators, players, coaches, referees, volunteers, etc. Create governing documents as required to define and structure the mission and purpose of the state association.

SELECT

and appoint a chief executive to whom responsibility for the

administration of the association is delegated, including review and evaluate his/her performance regularly on the basis of a specific job description, including executive relations with the board, leadership in the association, in program planning and implementation and in management of the association and its personnel. Offer administrative guidance and determine whether to retain or dismiss the executive. Delegate or select and appoint a Technical Director who can provide technical direction and guidance to the technical programs (player, coach and club development) within the association.

SUPPORT

the executive and review his or her performance. Govern the

association by broad policies and objectives, formulated and agreed upon by the chief executive and employees and assign priorities to ensure the association’s capacity to carry out programs by continually reviewing its work.

ENSURE

effective organizational planning and devise long range planning with

short-term objectives and goals. Set measurable standards to ensure execution of those plans and goals and follow up periodically assessing success or failure.

ENSURE

adequate resources for the association’s operations and to finance the

programs and services adequately for the state office – location – staffing requirements – facilities requirements – financial resources.

MANAGE

resources effectively by accounting to the public for the programs and

services of the association and expenditures of its funds, including: provide for fiscal accountability, approve the budget and formulate policies related to contracts from public or private resources. Budget effectively and follow up to ensure the budget is met or adapted to changing financial conditions. Ensure adequate financial controls to safeguard to assets of the association.

DETERMINE

and monitor the association’s programs and services while

establishing policies, rules and regulations to define programs and services. Require and review reporting on all programs and services. Establish and create new programs and services as needed. Make changes to reflect member needs

to existing programs and services. Accept responsibility for all conditions and policies attached to new, innovative or experimental programs.

ENHANCE

the organization's public image by ensuring effective communications

and ensure members exhibit proper behavior and practices.

SERVE

as a court of appeal to resolve disputes and adjudicate grievances.

ASSESS

its own performance through self-assessment – process improvement –

360° job evaluation.

The Role of the State Office

Many states now have fully staffed professional state offices offering a wide variety of program and event business services to all activities of the state association. Developing a strong working relationship with the state office staff is critical to the Technical Director’s overall success in offering and managing coach and player development programs.

Just as the Technical Director recognizes that the Technical Director position requires specific technical expertise, he/she must recognize that the state staff members have specific technical expertise in their own areas – expertise in marketing, promotions, finance, event hosting, publishing and so on. Treating other staff members as peers and professionals is a proper course to ensure open cooperation and support.

The typical office staffer may be working a regular nine to five, Monday to Friday schedule and not implicitly understand the somewhat irregular schedule required by the Technical Director to meet the requirements of the job. Sharing work schedules for the week or the month with the staff allows for clear

understanding of what is required to get the job done and aids in covering calls and visitors when not in the office.

The staff can also assist the Technical Director in answering basic questions from participants and handling routine requests for information if fully aware of the programs managed by the Technical Director. Staff can also aid the Director in peak times to “get the paperwork done” if informed and regarded as a part of the program.

 Find a board member that will go to war for you when you need it as this keeps you out of the politics.

Providing detailed information in advance as to needs such as copying, mailing, web posting, check requirements and other support allows staff to better schedule their time to meet all the needs of the state association. Such communication should be in writing and given well in advance. In some states, communication is with the executive director who advises staff of what will be required and established priorities in the event of competing demands for support. In other cases, communication is direct with the staff member.

Coordination in the planning and scheduling of events, courses, tryouts, etc. with the other programs of the state association is a must to be effective and productive. Conflicts with other major state programs and events should be avoided and clear communication makes that possible. A thorough working knowledge of all state programs, events, services and activities is effective in ensuring the smooth integration of player and coach development actives into overall state programming.

Demonstrating teamwork such as pitching in to help other programs at their busiest time when time is available goes a long way to having help at the Technical Director’s peak time.

It is critical that the state administrative staff supports the Technical Director and coaching staff. Time put into the job and misunderstanding of the Technical Director’s technical role may lead to resentment. That support must come from the top down.

Coaching Education

US Youth Soccer provides service and resource support to our member associations at the state and local levels by providing youth coaches with developmental and age appropriate methods and curriculum of coaching.

O U R E D U C A T I O N A L P H I L O S O P H Y

The Game Within The Child (Quinn, 1995) is at the center of all belief, decisions and actions taken by the child, coach and organization. Our goal is to unlock the game within children to reach their full soccer potential.

Play- Children come to play the game, not to work, not to listen to

the coach lecture and not to discuss the game. They come to PLAY and playing equates to fun.

The Game is the Teacher- players learn best by actually playing

the game in an environment where they feel free to try new ideas.

Organized Spontaneity- Encouragement of free and unbridled

play by modifying the playing environment to small-sided games (3v3, 4v4, 6v6, 8v8) and limiting the amount of input from the coach. Again, the game is the best teacher.

C U R R I C U L U M A N D M E T H O D O L O G Y

US Youth Soccer believes in an age and developmentally appropriate educational curriculum of coaching education. The needs of U6 players and coaches are different than those of U12 players and coaches. Developmentally appropriate methodology includes addressing the psychomotor, cognitive, and psychosocial implications of child development. US Youth Soccer will emphasize continual development of our educational curriculum.

C O N T I N U I N G E D U C A T I O N

The Technical Director must be committed to further the development of a continuing education curriculum. Coaching courses, clinics and seminars as well as multimedia resource material is available or will be developed for the

continued improvement of our youth coaches.

G O A L S

 A commitment to provide educational materials and opportunity for

education to every parent coach working with players ages five to twelve. Approximately seventy percent of all registered youth soccer players are eleven years of age or younger. These parents are the least experienced and most in need of relevant coaching information. These coaches should complete an introductory education program prior to working with

youngsters. This could be considered part of their responsibility and commitment.

 The willingness to accept pertinent information and utilize acceptable methods of coaching in working with youngsters is required from coaches. This would mean that the youth coach would agree that their central role is that of a facilitator: set up the right environment and let the game teach!

 Adopt modified games of 3v3 for Under 6, 4v4 for Under 8, 6v6 for Under 10 and 8v8 for Under 12 play as outlined in the US Youth Soccer

Handbook for Small-sided Games. This would not only improve the playing environment for players, but also could establish and affirm the role of the youth soccer coach as facilitator.

 To promote an understanding of the game and that soccer is a vehicle for learning and child development. The game should not be viewed in an adult sense, with competition as a means to an end, but in a child’s view of joy and fun.

PLAY IS THE KEY WORD IN PLAYER DEVELOPMENT

STATE COURSES

A certificate course does not involve any testing. As long as a candidate attends the entire course the certificate is earned. A license course involves testing and is a pass or fail course. To earn a license a candidate must attend the entire course and pass the examinations.

C E R T I F I C A T E C O U R S E S

TOPSoccer Certificate – This is a four (4) hour long course for coaches working with players in the US Youth Soccer TOPSoccer program. The course includes both classroom (theory) and field (practical) sessions.

U6/U8 Certificate – This is a four (4) to six (6) hour long course for coaches working with children in the U6 (3v3 game format) and U8 (4v4 game format) age groups. The course includes both classroom (theory) [on-line] and field (practical) sessions. [The six-hour course is preferred.]

U10/U12 Certificate – This is a seven (7) to nine (9) hour long course for

coaches working with children in the U10 (6v6 game format) and U12 (8v8 game format) age groups. The course includes both classroom (theory) and field (practical) sessions. [The nine-hour course is preferred.]

“E” License – This is an eighteen (18) hour long course for coaches working with pubescent children in the U13 to U15 age groups in the 11v11 game format. The course includes both classroom (theory) and field (practical) sessions. The course includes practice practical sessions for the coaches on the field.

To pass a certificate course a coach must attend the course in its entirety and participate in the sessions.

L I C E N S E C O U R S E S

“D” License – This is a thirty-six (36) hour long course for coaches working with adolescent teenagers in the U16 to U19 age groups in the 11v11 game format. The course includes both classroom (theory) and field (practical) sessions. The course includes practice practical sessions for the coaches on the field. The examinations include written tests, video test and a practical coaching test on the field. There are three possible outcomes to the course. Candidates pass with a National “D,” pass with a State “D” or fail the course. A National “D” is required to attend the National “C” License course.

To pass a license course a coach must attend the course in its entirety and participate in the sessions. Additionally the coach must pass the course examinations.

 Waiver into the “D” course

o Options:

 No waiver – all “D” candidates must hold the “E” certificate  Standardize the criteria for a waiver into the “D” course

 Possibility: Two years coaching experience AND two years playing experience at the college level or higher.

Scheduling and organizing state level coaching courses is the responsibility of the state Technical Director. Whether the courses are booked and taught by the state Technical Director and/or other instructors and administrators is

immaterial; being sure it all gets done is the realm of the state Technical Director.

STATE CLINICS

Many state associations also conduct coaching clinics. Clinics can be

statewide and offered at the state associations’ Annual General Meeting or other state soccer events. Clinics can also be developed specifically for one club, league or region of the state any time during the year. These programs, for example, can be age specific in nature or cover a wide range of age levels. Classroom presentations, field presentations or a combination of the two can be offered as part of a state’s clinic program.

Some state associations conduct state coaching symposia and/or workshops. These are non-certification/licensure offerings for the continuing education of coaches and are usually longer and more detailed than clinics.

NATIONAL COURSES

N

ATIONAL

Y

OUTH

L

ICENSE

US Youth Soccer conducts the National Youth License, aka: “Y” License, in coordination with U.S. Soccer. The “Y” License focuses upon the nature of children and the adjustments adults must make to coach them. The course curriculum covers the ages of four- to twelve-years-old. Each day of the course the focus is upon one of the traditional soccer age groups of U6, U8, U10 and U12. Each day children of the appropriate age group are brought to the course site for the candidates to work with them in a practice training session. The candidates are videotaped while coaching the kids and the video is reviewed with each candidate to aid in the education of the coach.

The course combines both classroom (theory) and field (practical) sessions. The course is six (6) days in length. The course concludes with written, oral and practical examinations.

The “Y” License is a state hosted course scheduled through the US Youth Soccer Coaching Department. US Youth Soccer will assign the course instructors and work with the state association to make all of the arrangements for the course. Contact the US Youth Soccer Coaching Programs Assistant to book a course in your state.

N

ATIONAL

“C”

L

ICENSE

U.S. Soccer conducts the National “C” License. This course is ideal for

coaches of competitive teams in the 11v11 game. The course curriculum focuses on coaching in the area around the ball. The course is nine (9) days in length. The prerequisite for attending this course is the National “D” License.

The “C” License course is taught at the U.S. Soccer National Coaching Schools and can also be a state hosted course. To host a “C” course in your state

contact the Coaching Department at U.S. Soccer. You may request that the US Youth Soccer Coaching Department assign the course instructors.

N

ATIONAL

“B”

L

ICENSE

U.S. Soccer conducts the National “B” License. This course is ideal for

coaches of competitive teams in the 11v11 game. The course curriculum focuses on coaching positional (functional) play in the thirds of the field. The course is nine (9) days in length. The prerequisite for attending this course is the National “C” License.

N

ATIONAL

“A”

L

ICENSE

U.S. Soccer conducts the National “A” License. This course is ideal for

coaches of competitive teams in the 11v11 game. The course curriculum focuses on coaching 11v11 team play through the thirds of the field. The course is nine

(9) days in length. The prerequisite for attending this course is the National “B” License.

NATIONAL CLINICS

U.S. Soccer also conducts Continuing Education Unit (C.E.U.) clinics. These C.E.U. clinics are offered throughout the country at various times of the year and often in conjunction with a U.S. National Team match. C.E.U. clinics are

mandatory for “A” License coaches. The state Technical Director is responsible to sign off on all “A” License coaches in the state annually on the C.E.U. credits earned during the calendar year.

US Youth Soccer also conducts Continuing Education Unit clinics in coordination with U.S. Soccer. They also offer continuing education for coaches through:

Coaches Connection…At the beginning of each month a

message is sent with sample lessons plans for four different age groups and with tips for administrators, coaches, parents and referees. Members of the Coaches

Connection may attend clinics offered by US Youth Soccer at a discount. US Youth Soccer Workshop and the NSCAA Convention…Clinics for

coaches, administrators and referees are held annually at the US Youth Soccer Workshop now held jointly with the NSCAA Convention. Some of the best

educators in soccer from around the world present clinics at this convention held in various cities each January.

Symposia and Workshops…these events deal with specific topics/issues and

provide an interactive environment for the attendees to roll up their sleeves and “get it done!” Some examples of annual symposia/workshops are:

The national state association technical director/referee/president Assembly and the national state Technical Director educational seminar are held annually in February at the US Youth Soccer adidas Workshop.

Coaching Education Parent Education Professional Development Small-Sided Games Mentoring Materials Videos Club Certification COACHES CONNECTION Delivery Staff Development Soccer Environment Player Development Revenue Marketing Branding

Service – Support - Advocacy

Coaching Education Implications

Coaches are key decision makers and influencers

Figure 3 Scope of Coaching Education 2

C O A C H E D U C A T I O N : S T A F F D E V E L O P M E N T

Identification:

It is the responsibility of the state Technical Director to identify and develop coach educators to conduct U.S. Soccer and US Youth Soccer courses. The importance of well-qualified instructors is equaled by the importance of

identifying instructors who are also good communicators. A good instructor must also be able to empathize with the candidates.

The state Technical Director should identify coach educators from a variety of places including club Directors of Coaching and club coaches, high school

coaches, college coaches and coaches of professional teams. Having an

instructional staff with a wide variety of experience creates an engaging learning environment for candidates. It is generally recommended that the state

Technical Director identifies and solicits members of an instructional staff rather than advertise for staff.

Training:

Assuming instructional staff members are all licensed coaches the primary focus of training is to acquaint instructors with the delivery protocols of the specific module, certificate or license. It is highly recommended that new staff be invited to observe the delivery of courses before being asked to present them. Instructors brought into observe should be paid for their time. Observation

should include the evaluation of “D” License candidate sessions to maintain consistency in grading.

On Going Support:

Members of the state instructional staff should be encouraged and supported in all continuing education opportunities. These opportunities should include upgraded licensing, state symposia, regional symposia and national workshops. In-service training is also a helpful tool in staff development. Specific topics, e.g. sports psychology, sports medicine etc. should be presented for the instructional staff on a continuing education basis.

Remuneration:

It is highly recommended that coach educators be paid a competitive rate for their time, including preparation time and travel time. The state program should cover reasonable expenses. Supporting instructional staff at a rate of pay similar to the US Youth Soccer ODP staff is recommended. Additionally instructional staff should be equipped with training gear of the state sponsor and required to wear this apparel at all courses.

Promotion of Staff:

The state Technical Director should be supportive of the instructional staff and promote their contribution. Use of the state website to identify and introduce instructional staff can be very helpful in creating enthusiasm among the staff and expressing value in them. Instructional staff are key to the successful development of coaching resources through coach education. The motivation of the instructional staff should be a desire to educate and their reward comes significantly from their having been identified and promoted by the state Technical Director.

US Youth Soccer Player Participation Objectives

 Fun! It is critical that players involved in youth soccer enjoy the game in which they are playing. If the organization is able to instill a passion and enjoyment in the game then half the battle is

already won. This also relates very closely to how players perceive their coach (es) and their interaction with them. One of the main reasons players Under 12 decide not to continue is that they no longer are enjoying the game; it has become work.

 Development: A necessary element to support fun, without it training and games get stale because there is no improvement.

 Life skills: In our case through the sport of soccer (Mission)

Player Development

D E V E L O P M E N T

The act or process of developing; unfolding; a gradual growth or advancement through progressive changes…

The truth is that the majority of young players become what they were always going to be largely by their own efforts and a lot of straightforward encouragement. Playing an extraordinary number of matches will not alter that fact. Playing in more tournaments, conducting more or longer training sessions will not change this reality either.

Approximately one tenth of one percent will make it onto a National Team be it Youth, Olympic or the full National Team. According to the NCAA only half of one percent of all college athletes will make it onto a professional team in any sport. The NCAA also estimates that only two percent of all high school players in all sports will go on to play college sports. The majority of players will come to full blossom as a player once in their twenties. Soccer is a long-term athletic development sport. Starting to play on “teams” when barely out of diapers will not amend this fact of the time needed to grow physically and psychologically to become an accomplished player.

Since it will take approximately twenty years for a soccer player to develop then a gradual stair step approach to playing adult soccer must be taken. While the players are in primary and secondary school the adults caring for their soccer experience and controlling their soccer environment must be patient with an eye to long-term goals as well as short-term objectives.

Fostering a love for the game and allowing talent to develop in a sane

environment means a reasonable number of matches and training sessions for the age group, not the level of competition. The idea that the Game is the Great

Teacher has been misunderstood and/or misapplied. Some think that if the axiom is true then more games are better. In fact the opposite is true – fewer games are better for youngsters. The axiom means that the game will show a player how he or she has progressed. The game teaches players from exposure to their strengths and weaknesses. Teach them how to play the game before they are asked to compete for wins. Let them play matches to learn how to compete and how to play in their preadolescent years. Eliminate national, regional and state championships prior to the age of fifteen.

Sports do not build character. They reveal it.

A G E G R O U P P H I L O S O P H Y

The development of a soccer player is a long process in which players progress gradually from a simple to a more complex involvement in the game. This progression requires proper guidance and direction from worthy,

knowledgeable, licensed coaches. This process cannot be rushed, but players should always compete at a level that is appropriately challenging and

demanding for the age and level of competition.

“Whether young players choose soccer as a lifelong sport is determined to a high degree by the content of the training program, the expertise and experience of the coaches, the social life in the club and the structure of the formative

Coaching players to develop to their full potential is more of an art than a science. Each aspect of player development must be addressed at the appropriate time and reinforced until it becomes second nature to the young player. The coach must allow the player the freedom to develop by learning from millions of experiences. The coach must resist the temptation to

interrupt the players, realizing that learning takes place by experiencing the game.

Good coaches will create sessions in which the players are constantly playing the game whether it is 1v1 or up to 11v11. The exercises will look and feel just like the real game. The players will love these coaches for giving them back the game and allowing them to express themselves on the field. They will develop players who “feel” the game, rather than players who only “think” the game.

Good coaches provide feedback throughout the session usually without stopping the flow of play. Sometimes, they are cheerleaders, just

shouting….”great pass”. Sometimes, they have a quiet word in the flow of play to give a player an idea about how to solve a problem on the field. When they see a universal problem, they will stop the session, sort it out and restart as soon as possible.

A good coach does not try to solve every problem in each session. They understand that development whether individual or team is a long term process. They also understand that players can only assimilate a little

information at a time, so they choose their comments carefully. In the end, it does not matter what the coach knows or says it only matters what the

players can receive and implement.

The best chance a coach has to develop a player is to insure that they love the game. The best way to do this is to let them play the game.

Greg Ryan Former Head Coach U.S.A. Women’s National Team

competitions. The art of developing effective training and competition programs for children lies in knowing which kind of practice and competition the player is ready for at any given stage of his or her physical and mental development. Children will only learn quickly, effectively and thoroughly when the demands of the training sessions or competitions they participate in match their intellectual, psychological and motor skills.

The concept of readiness (the disposition of a certain degree of maturity) is a prerequisite for any activity and one that should be applied in all aspects of teaching and learning. Regardless of the action, adults must determine the age at which there are certain likelihood’s that the child can achieve an objective. The concept of readiness must be applied to children’s sports activities. Coaches should ask, “At what age is a child ready to successfully face the demands of an adult competition?” If officials were aware of the concept of readiness, children under the age of fourteen in our various sports clubs would never have been subjected to testing themselves in competitions for which they were not yet qualified, prepared or simply ready. Children must be exposed to a gradual stimulation in training and to a series of progressive competitions that, over the years, allows them to grow step by step into the adult game. The art of teaching lies largely in knowing for what activity (a technical move, a tactical behavior or a complex competition) the player is prepared for at a particular stage of physical and mental development.

Unfortunately, it is the force of habit that constitutes the greatest obstacle to progress in youth soccer. Traditional methods are often followed blindly—

adherents not giving sufficient thought to the training’s consequences or the competition’s structure. To achieve better results, coaches, administrators and federations must first review the structure and organization of their youth soccer programs. The complicated adult game has to be simplified; a logical

progression of competitions must be created, designed with gradually increasing demands that adapt perfectly to the mental and physical capacities of individual children. Youngsters should be presented with only those exercises, games and challenges that suit their current abilities, interests and expectations. The training programs and competitions for children should be like their shoes: they should fit perfectly and feel comfortable.

If we are to improve the development of young players, it is crucial that we recognize past mistakes. Awareness of errors is the first step toward more effective training and learning methods.” 3

3 _{DEVELOPING YOUTH SOCCER PLAYERS by Horst Wein; pages 1-2}

 COUNTENANCE

Be aware of your public appearance, words and deeds as you are always being scrutinized and you will be held accountable.

Olympic Development Program

The Olympic Development Program (ODP) is continually one of the most visible state and regional programs. Determining who the best players are in the state and making appropriate selections through evaluation/try-outs and scouting is very difficult. Parents often perceive the program as an opportunity for a college scholarship; however, the program’s number one priority is the

identification of players with the ability to move to the next level of competition. As has been well documented over the last few years, particularly within the context of vertical integration, the club coach retains most of the responsibility for player development. US Youth Soccer ODP certainly has great merit for providing an opportunity for the best players to play against other top players, for the extra training by state staff

and the chance to be identified by the regional and national staff coaches.

US Youth Soccer ODP is one of the most prominent youth soccer programs and state Technical Directors have to achieve a number of goals:

 Providing the best coaches and marrying them with age groups/genders that they have the least conflict with from a club/college standpoint

 Providing the best players in the state regular games against other states’ best players

 Working to ensure the best

players turn out at evaluations/tryouts (identify them prior to state tryouts)

 Organizing evaluations/tryouts to be as fair as possible to everyone

 Providing US Youth Soccer ODP opportunities for as low a cost as possible for each player

Upon selection state select team players are expected to participate in all activities of their team. These activities may include training sessions, exhibition matches, sub-regional and regional tournaments and regional trials. If players are not available for a specific event an alternate may replace them. Players are expected to take their participation in the program seriously and should be committed to improving their individual skills as well as improving as a team

player. Players are subject to the US Youth Soccer ODP Code of Conduct upon entry into the program.

Any soccer player is eligible for consideration in US Youth Soccer ODP provided that he or she meets the age requirements for the established age group and registers with the national state soccer association. Non-citizens are allowed to participate at the state and regional levels. Players are selected on the basis of open evaluations as required by the United States Olympic

Committee. These evaluations are conducted by the state staff coaches who are recognized for their ability to identify and train players with superior skills. Selection of these players is not an easy task. Players are evaluated on the four components that make up a soccer player:

1. Technique

2. Tactical awareness 3. Fitness & athletic ability 4. Attitude

Players selected to the state select teams may go onto regional trials during the summer. The trials are designed to provide high-level competition and training for participating players. During this training and competition, players who are capable of performing at a higher level of play are identified for possible national trials.

Coaches accepting a position as a state staff coach accept the obligation to actively participate in US Youth Soccer ODP. This obligation requires time and travel. Their challenge is to raise the standard of play of the average US Youth Soccer ODP player, thus creating more healthy competition within the ranks of the players. The ultimate task at the end of each soccer year is to select the best players in the state to represent the state association. The ultimate measure of success is how many players are placed into the regional pool.

Staff

 Age group head coach  Age group assistant coaches  Goalkeeper coaches

 Fitness development head coach  Mental skills head coach

 Administrators

A T T E N D A N C E A N D P U N C T U A L I T Y

For state staff coaches to have a positive impact upon the players they must be at the training sessions. The dates for US Youth Soccer ODP training sessions should be set a year in advance. It is expected that state staff coaches schedule othersoccer events around these dates! The number one criticism of the

program by the players is that the coaches don’t show up. Other criticisms are that it cost too much, it’s political, etc. The one that coaches have direct control