British Karate & Kickboxing Association

A Message from Lord Pickles and Lord Blunkett, followed by British Karate & Kickboxing Association's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from British Karate & Kickboxing Association is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.bkka.org.uk

25BRITISH KARATE & KICKBOXING ASSOCIATION |
BEST PRACTICE REPRESENTATIVE 2019
Founder and Chief Instructor
David Cartawick
Award winners
Founded in 2009, the British Karate and Kickboxing
Association is a martial arts coaching centre based in
Chesterfield, Derbyshire. They are an inclusive and
community-orientated organisation that offers coaching and
training to all, from children aged four years old to people in
their 70s. Founder and Chief Instructor David Cartawick explains
why he chose to go it alone and found the British Karate and
Kickboxing Association and discusses the wider social impact
that martial arts can create.
I have been involved in martial arts for nearly 45 years and have spent the past 24
years as a coach of both karate and kickboxing. Today, nine years after I founded
the business, we coach 700 students every week, at our main gym in Chesterfield,
and across our 12 satellite centres throughout Derbyshire. Our Chesterfield centre
is used for the advanced coaching, which I run myself, while the 12 satellite centres
are overseen by self-employed coaches we work in association with. We were
awarded the Chesterfield Sports Club of the Year award in 2015, 2016 and 2017,
and I have been personally named the Best Sports Coach in the region for the past
four years.
Strict values
Promoting inclusion and high standards is the hallmark of our organisation, and our
staff aim to embody these values every day in the gym. We refuse to compromise
our standards and we look to develop a passion for hard work, teamwork, self-
motivation and discipline in our students. Martial arts are a great medium for
FACTS ABOUT
BRITISH KARATE & KICKBOXING
ASSOCIATION
»Founder and Chief Instructor:
David Cartawick
»Founded in 2009
»Based in Chesterfield
»No. of employees: 8
»Services: Full-time martial arts
services and training at centre,
as well as satellite classes in
Derbyshire and Yorkshire
»David has raised £75,000
for charity and good causes
over the last few years with
marathon walks and karate
kick challenges. He also rode a
motorcycle from Land’s End to
John O’Groats seven times in
seven days
British Karate &
Kickboxing Association
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | BRITISH KARATE & KICKBOXING ASSOCIATION
having fun and developing skills such
as maturity and responsibility, and
we encourage this by allowing our
students to start coaching at a young
age. This system also allows them
to improve their own understanding
of technique, while inspiring less
experienced students.
Developing a collective team spirit
is also an important aspect of
our duty, and the principles that
our students learn help them in
school and the workplace. As an
organisation we appreciate that our
impact goes beyond the sport itself
and we try to embrace this at every
opportunity. We have created a
community atmosphere, which helps
new members make friends and feel
welcome in the local area, and our
training helps build a sense of purpose
and belonging.
Journey
I have 24 years’ experience as a karate
coach, having started as a student
at my former association nearly 30
years ago. After I started coaching,
I quickly realised I wanted to pursue
it as a career, so I began training
students once a week. Soon, I was
travelling around Derbyshire to coach
students at a range of centres every
week. To improve my knowledge and
understanding, I began attending
seminars around the UK and learning
from more experienced coaches.
In my twenties I worked as a miner,
which made me appreciate the value
of teamwork and co-operation. The
lessons I learnt have informed the
way I act as a coach and are a key
determinant of my philosophy. As I
built my own distinctive ideas about
how training should be delivered, I
started to have disagreements with
the management of my previous
organisation. Their progression plans
were not ambitious, and I felt that
I could deliver high-quality training
alone – it turned out to be the
rightdecision.
Black belts
Working with 700
students a week
Developing a
collective team
spirit is also an
important
aspect of our
duty, and the
principles that
our students
learn help them
in school and
the workplace
27BRITISH KARATE & KICKBOXING ASSOCIATION |
BEST PRACTICE REPRESENTATIVE 2019
Challenges
One of the most prominent challenges
for anyone working in the martial arts
sector is the absence of a governing
body to oversee the entire sport. As
a result of this vacuum of power, a
number of poorly qualified teachers
have set up bodies that pose as
official and lower the standards of
the entire sport. At our club, it takes
eight years on average to achieve
a black belt, whereas at some of
the new clubs in our region, they
are being awarded after just a year.
The creation of a single governing
body would therefore be of massive
benefit to the sport. Regulation and
standardisation is required to raise
training and coaching standards and
ensure that students are not being
misled by dishonest clubs.
At a club level, marketing ourselves
effectively has been a challenge, as
the way companies market themselves
and the methods that appeal to the
public are in a constant state of flux.
In the past, this has proved difficult
to respond to; however, our recent
efforts to maximise the use of our
Facebook page has paid dividends. We
connect with students, parents and
families through the site, updating
them on news, upcoming fixtures and
events. It also gives us a presence, a
body of work and evidence, which
helps us attract new students.
Future ambitions
As we progress, we want to continue
to emulate our recent success and
win more awards and approval from
the Chesterfield community and
beyond. We hope this can serve to
inspire other clubs and help to raise
the profile of martial arts in the UK.
Our standards are sacred and they will
never be compromised, which gives
me confidence that we will continue
to grow and succeed. There are new
areas we want to explore and we are
open to taking advantage of any new
opportunities that come our way.
We have a worldwide reputation
within martial arts, having taken
students to world championships
on numerous occasions. 41 of our
past and present students have won
international titles and we have had
numerous world-class coaches and
speakers at the club, including a
recent visit of a coach from New York.
Furthering our international appeal
and reputation is at the forefront of
our planning, and it is something we
hope to achieve through continued
dedication to our sport.
41 of our past
and present
students have
won
international
titles and we
have had
numerous
world-class
coaches and
speakers at the
club, including a
recent visit of a
coach from New
York
Chesterfield’s Best Sport
Coach the last four years
A vibrant and inclusive
club

www.bkka.org.uk

This article was sponsored by British Karate & Kickboxing Association. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister