Structure of the programme
During the Action stage the emphasis is on the day-to-day implementation and coordination of the youth judo programmes. At this stage the finances needed are in place, cooperating partners are on board and the programmes need to be organised.
It is a good idea to work from the perception that the product one deals with must be sold and that repeat buys are crucial for a company to stay in business. This is also the case with youth judo programmes. This commercially oriented attitude makes sure that the quality of programme,
organisation and project output are of such a standard that people come back for more. By operating in this way, quality and continuity of the programme will be safeguarded.
Moreover, it is important to realise that we consider a programme to be a brand. A brand that has to become widely known at a national and/or local level. In the coming years we will be working on branding the youth judo programme. The brand name will become familiar to authorities, schools,
neighbourhoods, judo clubs, etc.
Also because of the programme structure and the organisational framework, we have decided to present standard guidelines / steps, with the help of which every federation can integrate the programme into its own structure.
Preparation
During the preparations the focus needs to be on clarifying the programme, so that it becomes clear how it works and what is expected of local partners.
The clearer the various agreements as well as the communication of the organisational processes, the smoother the next stages in the programme can be carried out. After all, nothing is more unpleasant than being asked questions during the implementation stage that could have been answered during the preparation stage.
Tasks and activities that should be realised during the preparation stage:
- Planning the programmes.
- Contacting schools and/or other partners at a local level.
- Developing timetables and planning.
- Communicating the contents of the programme to those directly involved and the media.
- Hiring in and instructing judo trainers.
- Defining judo trainers’ tasks and responsibilities.
- Emailing completed teaching programmes.
Depending on the set-up of programmes in each country, the preparation time for the programme at this stage should take up between eight to 10 weeks at the most. Based on the above activities, one person can prepare an average number of 50 to 100 programmes per period of eight to 10 weeks.
Programme ready to start
When all preparations have been completed, the programme is ready to start. This means that the final touches need to be added or finished. During this short, but important stage, the materials are printed and the first communication on a local level takes place.
Materials
Depending on the size of the programmes, the IJF Judo for Children Commission wants judo to take place on real judo mats and in real judo suits. Each child should be able to get a true experience of judo as it is meant and designed to be. The equipment should be available at the teaching locations before the start of the programme. As a matter of hygiene, it is important to use clean suits and for children to wear footwear when walking around the venue.
If the programme is implemented at a location other than a specific judo location, we advise to leave the judo equipment at the location in question for the duration of the programme. Depending on the size and number of groups, the following breakdown can be made: 40 judogis to 60 children, 60 m2 of judo mat to a group of 25 children.
Press and media (earned media)
Press and other media also play a very important role in the execution of the youth judo programmes. The federation itself will have to stimulate contacts with press and other media in order to get the desired media attention. We advise you to focus on pointing out the values of the programme and of
judo in general. We do not only teach judo, as we also provide skills for life through the programme.
You can find more details in the Communication and Marketing section.
Programme management
Experience shows that the best project results are achieved by making use of centralised coordination and decentralised organisation. This with an eye to media, insight into projects, results and uniformity.
Centralised coordination
In many cases, central coordination will be in the hands of an appointed project team or of the National Judo Federation itself. A national Judo in Schools team may consist of several members, depending on the project size and the size of the youth judo programme.
Centralised coordination entails:
- Drawing up the programme content,
- being the contact for participating or financing organisations,
- giving notice of programmes to the organisations concerned,
- bringing the IJF Judo in Schools programme to the attention of the media,
- staying in contact with local programme managers and giving them guidance,
- providing judo equipment and communication materials on site
- supporting and cooperating with the local planning of the actual programmes,
- matching well-known top judokas to the programme,
- developing and innovating programmes,
- monitoring opportunities and possibilities concerning new policies,
- linking sponsors to the programme,
- monitoring local programmes and adding data, numbers of participants, and data concerning media attention to a permanent database.
The main project team is responsible for the national programme. The team makes sure there is growth, media attention and that the quality of local programmes is guaranteed.
Together with local teams, it is responsible for setting up the programme correctly. It is also responsible for providing support to local teams when coping with aspects of which they have less experience and know-how.
The decentralised organisation’s tasks
The decentralised organisations consist of enthusiastic clubs and judo trainers. Together with the centralised coordinating team they make sure that the programme will be a local success. The local judo club or trainer knows the situation best and is in close contact with his or her direct environment.
The decentralised organisation’s tasks:
- Involving local networks,
- approaching the required schools and organisations,
- providing teaching,
- involving local parties,
- being involved in the planning of the actual programmes - making parents and children enthusiastic,
- guaranteeing good lessons at a local level.
The decentralised organisation is an executive organisation at local level. It is an organisation or an individual person that connects to people easily, can kindle enthusiasm in others and sets high standards of quality. The decentralised organisation propagates the programme and carries it out.
Coordinating all the work and tasks carefully is one aspect of the cooperation between the national coordination team and the decentralised organisation. They need not only to ascertain that the division of tasks and responsibilities is clear to, but also to make sure that certain activities are not neglected, but are carried out indeed.
Monitoring and evaluations
From the start the central coordinating team has to set up a good monitoring and evaluation system. Its main aim is to provide a clear picture of what is happening during the programmes.
Monitoring and evaluations per field:
Programme content
Right from the start it is advisable to start collecting data concerning:
- The numbers of participants,
- participants that move on to further stages of the programme,
- numbers of people joining the clubs,
- numbers of schools participating,
- number of cities/regions participating
- numbers of organised lessons,
- feedback of the schools,
- successes,
- challenges.
The above data will show how well certain projects are carried out and what alterations need to be made. The figures are also very suitable for use in media/press releases, as input for reports or to convince organisations that could or would like to finance projects.
Open feedback culture
We very much encourage an open feedback culture. Research shows that people who are asking for feedback are more effective in their work. Building a feedback culture can take time and needs an environment of safety and trust. Our best advice to give is that if you have issues during the program,
don’t hesitate to talk about it. We would regret only hearing about issues at the end of the program and would rather see them resolved straight away. At the end of the day, we are all trying to create something beautiful.
Media
It is important to record publications in the media and to capitalise on them:
- Collect all published material in the media and the press, both on and offline,
- if necessary, make deals with specialised firms which capitalise on publications in press and media - provide an insight in the value that media have.
The media value of a programme is important to many parties who want to finance or act as sponsors. Make sure that you can show to existing partners what the media impact and value of the youth judo programme is.
Teaching programme
What will happen on a daily basis as judo lessons take place in and around schools? Programmes may differ in duration and size, depending on location, rules and regulations, local opportunities and the Federation’s vision.
IJF Judo in Schools states that the defined 9 core values (Friendship, Honour, Respect, Modesty, Politeness, Courage, Self-control, Sincerity and Fun) are firmly established in the curriculum and that the basic IJF principles have been applied. This is not only in the interests of judo in general, but also for the experience of the participating children.
The curriculum ought to be developed in such a way that it affords positive experiences of having success when learning in a playful way how to control their partner, move, touch and to discover and respect your opponent’s limits. Fun is the key to creating enthusiasm for judo in children. The JFC commission has guidelines and concepts for teaching judo. Stick to a clear and structural form for the curriculum that provides a link with local clubs.
