Designed by leading basketball and sporting experts, the BDM is a player and talent pathway that will raise standards of delivery and support at all levels in the game and ultimately enhance the country’s chances of competing – and winning – on the global stage.
The BDM’s 11 expert groups and project board are made up of leading basketball and sporting experts from England and further afield. They cover all of the key aspects associated with the game. Here is how the model works:
There are 3 main focus areas for the BDM:
The members of the BDM have a task to identify optimum methods of formulating a world-class programme that: raises standards of coaching, officiating and player support; retains more people in the game and increases the availability of paid and voluntary people in the sport, so Basketball England can grow basketball and be more competitive at home, in Europe and globally over time.
T E C H N I C A L & T A CT I C A L G R O U P
Talent Development and Performance Manager, Basketball England
Coaching Lecturer, FIBA Europe. Professor, Faculty of Physical Education and Sports, Singidunum University Belgrade
GB Basketball U20m Head Coach, Bristol Flyers BBL Head Coach
Director of Basketball Operations, Barking Abbey Academy
PCC London Region, Non-Executive Director, Basketball England
GB Senior Women Assistant Coach, England U18 Women Head Coach
BBF Performance Director
S T R E N G T H & C O N D I T I O N I N G G R O U P
Head of Strength & Conditioning, Southend United FC. Head of Strength & Conditioning, GB Basketball Senior Squads
Lead Strength & Conditioning Coach, Basketball England & University of East London
England U16w & Loughborough University Strength & Conditioning Coach
Lead SC Coach, GB Women’s Hockey Team
Senior S&C Coach, Milwaukee Bucks
P H Y S I O , M E D I C A L & S P O R T S T H E R A P Y G R O U P
Head Of Sports Science & Medicine, GB Basketball
England U16m, GB U20m & Canterbury Institute Of Sport Physiotherapist
Chief Medical Officer, GB Basketball. Sports Physician, Bolton Wanderers FC
Chartered Sports Injury Clinical Rehabilitation Practitioner (England U18m & Chobham Rugby)
Head of Academy Sports Medicine & Sports Science, Tottenham Hotspur FC
GP & Sport and Exercise Medicine Doctor, Leeds Beckett University Lecturer
GB Senior Women’s Team physio
ISEH – Sports medicine clinical specialist physiotherapist, National Ice Skating Association
R E S E A R C H G R O U P
England Under 15 men, Birmingham City University
Clinical Lead- Physio Dept, SGS College
Director of Sport, University of Essex
Dr Bhavesh Kumar
Consultant in Sport & Exercise Medicine and Principal Clinical Teaching Fellow at Institute of Sport Exercise & Health, University College London
L I F E S T Y L E G R O U P
Basketball Performance Coach, University of Essex, England CG Men's Team Manager
National Team Player’s Parent
Sadie Mason MBE
England U18w Team Manager, Chief Executive, Active Sussex
Nutritionist Essex University
GB Senior Player
Personal Development & Welfare Coach, England & Wales Cricket Board & Lawn Tennis Association
C O A C H I N G G R O U P
Delivery Manager, Basketball England
Senior Research Fellow of the Global Coaching Office of the International Council for Coach Education, Leeds Beckett Uni
National Talent Development Manager, England Lacrosse
PCC North East, Head Coach, Durham University Basketball
Reading FC Academy Coach Developer
Sports Coach UK Talent & Performance Development Lead Officer
Jose Maria Buceta
GB Senior HC
England Under 18 Men's Head Coach
P L A Y I N G E N V I R O N M E N T G R O U P
Senior Delivery Manager, Basketball England
Commercial Director, Dynamik Sports
Head Coach, Danum Eagles Basketball Club
Facilities Technical Lead, Sport England
Dusan Domovic Bulut
Top ranked FIBA 3x3 Player
Basketball Coach, Sheffield Sharks
O F F I C I A T I N G G R O U P
Delivery Manager, Basketball England
National Instructor for Basketball England, FIBA, Executive Head Teacher, The Bemrose School
Lead Referee Instructor (Europe), FIBA
Referee, Basketball England & FIBA
Education & Training Referee Department, FIBA
Scottish Rugby Referee Commissioner
Director, MSc Sport Business & Leadership, Institute for Sport Business, Loughborough University London
S T A K E H O L D E R G R O U P
PCC East Midlands & FIBA Commissioner, PE Teacher
General Manager, Leicester Riders BBL
GB Senior Women Player
Director of development and membership, Ladies European Tour (LET)
England U16 Women Team Manager, Kent Crusaders Welfare Officer & Vice Chair
S P O R T P S Y C H O L O G Y G R O U P
AASE Lead, President, British American Football Coaches Association
Academy Psychologist, Essex County Cricket Club. Sport Psychologist, British Real Tennis Academy
England U16 Men Assistant Coach. SGS College AASE Head Coach
Division Leader of Sports Coaching and Development, School of Sport & Wellbeing, UCLAN
Sport & Exercise Psychologist, Leeds Beckett University
C O M P E T I T I O N G R O U P
Programme & Pathway Integration Manager, Basketball England
Delivery Manager - Game, Basketball England
PCC South Region, Basketball England. Director of Coaching, Reading Rockets
Association of Colleges Sport
P R O J E C T B O A R D
Head of National Federations & Sport, FIBA
Talent Development and Performance Manager, Basketball England
BBF Performance Director
Owner, Newcastle Eagles BBL
So what has happened recently with the BDM? What changes are going to be made based on the research and findings?
April 2018 Update
The sections below should provide a good overview of what we've been doing with the BDM in recent months, and what we have planned for the future.
As an introduction, the BDM, the work included in it and the fantastic efforts of over 120 people within our network is still alive and kicking.
With all the additional feedback from the roadshows last year, ongoing internal and external communication and considerable consultation from the wider basketball community, all that information has been fed in to our planning and development. We are now entering the exciting stage of producing implementation plans which will start to impact on each key dimension of the sport. This update is a first release of how we are framing the changes ahead.
Some examples of the changes already taking place to improve our talent system are listed below:
One of the most important parts of any sport’s talent system is that the whole philosophy, behaviours, systems and incentives ensure a player led approach is adopted at each age and every stage of a player’s development.
Each stage of the BDM now requires detailed design, explanation and training on the technical, tactical, physical and emotional characteristics of the player. We will be designing this detail (most likely as a technical athlete development framework for each age and stage) to guide how our coaching practice, tutoring and developmental support all change and improve in response to producing better players at whatever level they aspire to. The same applies for how we officiate games, our changes to the competition structures to optimise player enjoyment and improvement, our player scaffold for welfare, injury prevention, conditioning and so on. We will be working through these player and technical aspects over the next few months with many of you in the network. There will be published guidance alongside education programmes to support everyone involved in developing our talent.
At the very core of the BDM is the recognition that as the player goes through various stages of development, our response to provide the right playing experiences, learning environments and assistance needs to be appropriate so our players receive the optimum support at all times. This will result in a larger cohort of players achieving a greater standard of performance, thus raising the benchmark for competition on the international stage over time.
An initial summary of our BDM ages and stages can be viewed by clicking HERE. For now, this is a simplified overview of what will eventually become be a technical document that’s designed for practical application at all playing levels.
The next fundamental building block is to explain how our system will work from early talent identification at school, community and clubs through to regional and national levels. Our new Talent System has four stages of progression before any national team representation. This model is being designed in more detail over the next few months and we will be asking for your feedback during this process.
The summary model below should give you a feel for the overall pathway and structures, each stage has a clear and stated purpose. The model will allow us to embrace more people in the sport and ensure the sweep of players is better and also more inclusive. Equally, the transition between each level is smooth and better integrated so we retain more players and also better players in our talent pipeline. This structure, the coaching involved and all other practices required to support this model will be communicated through a major information and education programme leading into next season.
We know from other sports going through this refresh process that it takes several years for a new model to take hold. Changing common practice and culture to develop enhanced methods of improving our talented young players, coaches and clubs will take time. We will need to have patience as we introduce the right changes to have the desired impact, both technically and culturally. The implementation of this model and the steps required will be done in managed stages.
PURPOSE This has been developed into a more comprehensive way of identifying and supporting more players at community level, empowering clubs and educational institutions to play a vital role, and therefore feeding better quality players through the pipeline. This is a critical first stage for Basketball England which will provide coaches and all those in the talent network with:
A quality assurance dimension of the talent system will feature clear technical standards, a universally accepted system that has accredited practitioners in it, and ongoing training and development to continually raise standards and impact.
PURPOSE To support the first tier of players who reach the threshold standards, they will receive enhanced coaching and player development in one of at least ten Talent Hubs (discussed later in this document) across the country. This is a significant development where new methods of gathering support and resources can be brought into play. The model needs to be tested and scaled, and the required partnerships with the key institutions will be led by Basketball England and those involved in the regional structure.
Attendance on the Aspire Programme will be based on meeting threshold criteria and not regional quotas where practical and affordable. This will transform the current programme for this age group, which comprises delivery of Regional Performance Centres (RPC) and Regional Development Tournaments (RDT). We will introduce better services to support the player at this stage of their development as part of this transformation, including training, education, competition, staff and parental resources. The club coach role and input will also be enhanced with feedback and support on coaching practice, training, etc so there is an extension to the development impact.
PURPOSE EDP players will undertake the Diploma in Sporting Excellence (DiSE) qualification. This is designed to meet the needs of players aged 16-19 who wish to continue their sporting career and gain appropriately leveled educational qualifications at the same time. The EDP is not a qualification for simply playing the game, this is a two-year programme where players receive additional support and guidance for their basketball development and education. The EDP is aimed at athletes who have the realistic potential to achieve excellence and are seeking to perform at the highest level as their main career goal.
Players are referred from the Aspire Programme and cross referenced with the National Scouting, Talent Identification & Tracking Programme before they are signposted to attend one of our educationally based England Development Programmes (EDP). These developments will mean that the programme will be fully integrated into the talent system.
PURPOSE Through the National Scouting, Talent Identification & Tracking programme, the top cohort of players within each corresponding age group will be invited to be part of the ETP which aims to prepare the players for potential England and GB selection. To ensure consistency and cross-pollination of technique, standards and culture, selected players will train and informally compete across age bands where appropriate. As part of the ETP representative teams may be formed and will be provided with training, education and competition. We will be looking for new opportunities to include competitive opportunities as part of this programme.
For this model to evolve successfully over the next three years, we can no longer expect the resources from Sport England to fund all our needs and the demands of the game in terms of talent. We will be seeking resources in terms of money, research, expertise and value in kind from a number of partners that can benefit basketball and of course make gains for their own organisation. To achieve this, we are going to do the following:
A key development that will support all the bullet points above involves the creation of “Talent and Enterprise Hubs”. Currently being piloted in the East region involving a partnership between TASS and Essex University, the Hub is designed support to the region’s talent work. The University, our talent network (clubs, coaches, AASE, sports science/medicine etc.) and management within the region will all work closely together to create a range of accessible services for player development. Engaging a player’s club, coaches and parents is also a key part of this process. The Hub model should increase the capacity available within each region and we will have more on the Hub model in the coming months.
In making the changes proposed, we want to strengthen the connection between regional activity, clubs and the people in the talent system. We anticipate that a number of current roles will change and there will be the potential for new roles as part of our future talent programmes. Much of this development will depend on selling the sport in a compelling way to new partners who can provide value to the game.
We are currently opening discussions with the Performance Coach Coordinators (PCC) about the broadening of the PCC remit and the pivotal role in connecting grass roots clubs and their coaches to the talent system. This should have a positive impact across those who operate in the talent network.
We will be seeking to provide more support at the regional level with a range of new partnerships between clubs, coaches, colleges and universities. This means there will be a stronger connection between the coaches who operate in clubs, AASE academies, the PCC’s and those working in national development programmes.
At this point, the four parts of the England talent system presented in this document are being shared with you so can start to understand what we have proposed and provide feedback on the pathway and system changes. We will be communicating more on how these plans will be implemented over the coming months.
In sharing these intended changes, it’s important to recognise that the initial speed of what we can implement to improve the talent system will be affected by the amount of Sport England talent grant allocated to us and the amount of funding allocated to the GB Age Group national teams. Change will also be affected by how quickly we can test the appetite for other institutions and organisations to invest in our new plans, especially at the regional and club level. This means there will be a challenging transition year in 2018 to develop all areas despite differing levels of support and investment within sections of the game.
I hope you can see how we are going to be more radical in the way we look at resourcing talent, working with new partners and providing resource and expertise to our network. You can also see how we are fully integrating talent with the community game by embracing the club network in our talent development programme. We will have a lot more information in the coming weeks and months, but I hope this document has provided a top level overview of our direction.
Please continue to support my team and the network in this exciting development that so many of you have been part of. People in basketball want to see a change for the better, and it is coming. With the experience, learning, and investment in the game from within this network and the sheer volume of science, research and new ideas we have utilised, this is the beginning of something very exciting for the sport.