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The aim of this study was to explore under 21 Development coaches’ thoughts, perspectives, and approaches within this phase of development at English Premier League (EPL) football clubs. Data were collected via one-to-one semi-structured interviews with six under 21 development coaches from six different EPL clubs. Data were subjected to thematic analysis. Findings suggested that under 21 development coaches were situated, culturally and sometimes physically, in-between the academy and first team environments, trapped between two distinct cultures. Under 21 coaches also had contrasting views and approaches with regards to the development of under 21 players and the importance of winning at this stage of development. Participants appeared to favour creating environments that can replicate the first team environment to prepare under 21 players for the transition. The study concludes by proposing more support for under 21 development coaches is required from key stakeholders, regarding clarity of the role and players development

The aim of this study was to explore under 21 Development coaches’ thoughts, perspectives, and approaches within this phase of development at English Premier League (EPL) football clubs. Data were collected via one-to-one semi-structured interviews with six under 21 development coaches from six different EPL clubs. Data were subjected to thematic analysis. Findings suggested that under 21 development coaches were situated, culturally and sometimes physically, in-between the academy and first team environments, trapped between two distinct cultures. Under 21 coaches also had contrasting views and approaches with regards to the development of under 21 players and the importance of winning at this stage of development. Participants appeared to favour creating environments that can replicate the first team environment to prepare under 21 players for the transition. The study concludes by proposing more support for under 21 development coaches is required from key stakeholders, regarding clarity of the role and players development

The aim of this study was to explore under 21 Development coaches’ thoughts, perspectives, and approaches within this phase of development at English Premier League (EPL) football clubs. Data were collected via one-to-one semi-structured interviews with six under 21 development coaches from six different EPL clubs. Data were subjected to thematic analysis. Findings suggested that under 21 development coaches were situated, culturally and sometimes physically, in-between the academy and first team environments, trapped between two distinct cultures. Under 21 coaches also had contrasting views and approaches with regards to the development of under 21 players and the importance of winning at this stage of development. Participants appeared to favour creating environments that can replicate the first team environment to prepare under 21 players for the transition. The study concludes by proposing more support for under 21 development coaches is required from key stakeholders, regarding clarity of the role and players development

The aim of this study was to explore under 21 Development coaches’ thoughts, perspectives, and approaches within this phase of development at English Premier League (EPL) football clubs. Data were collected via one-to-one semi-structured interviews with six under 21 development coaches from six different EPL clubs. Data were subjected to thematic analysis. Findings suggested that under 21 development coaches were situated, culturally and sometimes physically, in-between the academy and first team environments, trapped between two distinct cultures. Under 21 coaches also had contrasting views and approaches with regards to the development of under 21 players and the importance of winning at this stage of development. Participants appeared to favour creating environments that can replicate the first team environment to prepare under 21 players for the transition. The study concludes by proposing more support for under 21 development coaches is required from key stakeholders, regarding clarity of the role and players development

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.

The More Profit from Crop Nutrition (MPCN) initiative (2012-2015) involved 35 nutrition research projects and three extension projects. These projects created and delivered both strategic and tactical soil fertility and plant nutrition knowledge. Strategic activities involve decisions made well ahead of time focussing on long-term profitability and sustainability. Tactical activities focus on short-term, in-season goals that guarantee current production (and support strategic goals). To address both these goals, an effective extension program requires extensive market research, comprehensive planning to contextualise what is being delivered and flexible multi-faceted delivery mechanisms over time. This paper reports on learnings from the MPCN northern region extension project, which engaged with over 7000 researchers, growers, advisors and industry representatives. The project achieved knowledge transfer and practice change by aligning information delivery of the right type, to the right people, at the right time, and in the right way.