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Proposals from Tennis Scotland to the Districts ( March

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Proposals from Tennis Scotland to the Districts ( March Executive Summary In this document the Board of Tennis Scotland sets out its proposals for change. For the most part, it relates to a radical overhaul of the landscape and governance of tennis in Scotland in order to improve the sport’s ability to deliver its objectives and outcomes, and designed to widen access to the game of tennis and increase participation levels in the Scottish population. Specifically, the proposals are: • Proposal 1 - The membership of Tennis Scotland will be expanded to include Places to Play as well as the Districts; • Proposal 2 - The powers of the General Meeting will be reduced; • Proposal 3 - The Council of Tennis Scotland will be abolished; • Proposal 4 - New Positions for Directors with Portfolio will be created; • Proposal 5 - Appointments of portfolio holders and the CEO will be by interview after advertisement; the interviewing panel will comprise the Chair of the Tennis Scotland Board and one further nominee from the Board, a representative from the LTA (or their nominee) and a representative from sportscotland (or their nominee); • Proposal 6 - The Chair will be independent and appointed after interview; • Proposal 7 - Transitional Arrangements (to move from the current to the new governance); • Proposal 8 - There will continue to be provision for a Non-Executive Director-subject to a fixed term provision; • Proposal 9 - A central fund controlled by Tennis Scotland will be established for the purpose of funding sustainable tennis activity driven by the local development groups; the funding will come in part from reserves released by the Districts and in part from reserves released by Tennis Scotland. It is envisaged that LDG activities will also be funded, from time to time, by funding from specific initiatives of the LTA, sportscotland and Local Authorities In the pages that follow you will find further extensive explanation of the above and the reasons why the Board believes these changes are essential. This is provided in two ways; initially by way of explanatory and then, at Appendix I, through a series of questions and answers derived from the feedback from the extensive discussions that have taken place within the Scottish tennis community over the past 18 months. The Board commends these proposals to all those who read this document; and we ask for your support in making the necessary changes to place the sport on a firmer footing to take its ambitions forward and to make tennis a game for all. 1 Tennis Scotland Strategy Proposal Section I : The Present Golden Era and the Opportunity Arising The present Board of Tennis Scotland has been in office for just over five years. It came into office at the start of a period of unusual prominence for Scottish tennis. While the success of Scotland’s professional tennis players is due to the players themselves and their support teams their continuing success offers future Boards of Tennis Scotland the opportunity to expand levels of participation within Scotland. Globally tennis is a major participation sport; historically that has not been so in Scotland. The result is that our infrastructure is underdeveloped and annual funding is limited. Some prominent clubs have basic facilities and the majority service a narrow socio-economic group. Participation in schools is extremely limited and local authority provision of facilities has been run down over several decades. Against that background the Board concluded that unless increased funding became available the opportunity for greater participation was more illusory than real. An underfunded piecemeal approach was bound to fail. The strategy was to seek a radical change in the funding model which would enable future Boards a genuine opportunity to expand the level of participation. Tennis Scotland’s principal financial stakeholders are the LTA and sportscotland. Both accept the Board’s analysis that there is a window of opportunity to expand the profile of and participation in the sport. However the Board and the stakeholders agree that, while there is a huge tennis opportunity, a radically improved funding model is only a pre-requisite; it would be quite possible for increased funding to be frittered away without any permanent legacy. On that basis the Board believe that nothing of substance can be achieved without four conditions being satisfied:- (i) adequate funding (both capital and revenue) (ii) a sustainable vision for expansion (iii) a Board comprising persons with the necessary skillset (iv) a Board with independence; unhampered in its decision-making and delivering both transparency and accountability It would be wrong to think that there is a pre-determined slice of funding which is allocated to Scottish tennis by the stakeholders regardless of the quality of vision, strategy, performance and corporate governance. In effect Tennis Scotland competes with other sports for sportscotland funding and with other parts of Britain for LTA funding. However for the moment the Murray factor gives Tennis Scotland an edge in that competitive process; tennis has the attention of the nation and the Board and our stakeholders believe that targeted funding could have a disproportionately positive effect on participation levels - if the four conditions mentioned above are satisfied. The Board believes that a bid for significantly increased funding in both capital and revenue terms (ie the first condition) will be successful if the Board can demonstrate that Tennis Scotland can satisfy conditions 2-4. The Board has spent many hours considering, debating and consulting. It believes that now is the time to provide the appropriate leadership. This document is being promulgated to those who sit on District Boards and District Management Committees and who are in essence the current decision makers in Scottish tennis. Throughout the remainder of this Document the District Board and District Management Committee members are referred to simply as “decision makers”. If you are being sent a copy of this Proposal Document you are a decision maker at a pivotal moment for Scottish tennis. If the proposed changes are voted through then the present opportunity can be seized; if not then the moment will have passed. 2 Tennis Scotland Strategy Proposal Section II: The Decision Makers You are one of a small group of people. The number of British Tennis Members resident in Scotland is 26,616. You are one of less than 70 decision makers; it is a group which comprises some who are relatively new to tennis administration and others who have been involved for decades. It will take only a small number of the decision makers (possibly less than 15) to be resistant to change (or to do nothing) for the present opportunity to be lost. The Board is asking for your support; it does not seek that support by concealing its agenda or making false promises. You should understand that these proposals represent a radical change to the corporate governance structure of Tennis Scotland. If the proposals are implemented the Districts (and a number of decision makers) will be the losers in terms of power and influence within the Scottish game. This Document explains why change is necessary if the game is to flourish. Every decision maker has a love of our sport and some have dedicated decades of their lives to tennis administration. The Board acknowledges that and on behalf of the wider tennis community records its appreciation. However where personal interests could interfere with the decision making process the Board identifies that; and where observations have been made with which this Board disagrees this document identifies that - because your decision must be made on the basis of the merits of the proposals. Section III: The Board’s Analysis Tennis Scotland cannot plan to produce Andy Murrays to order. The Board also believes that talk of plans to increase participation misses out an essential step in the process. What can definitely be done is to plan a year on year increase in the number of those who are afforded an introduction to tennis and afforded the opportunity to take tennis up on a more permanent basis. 57,824 (year ending 31 March 2011) Scottish children started Primary 1 in 2011; no accurate figures are available but a reasonable estimate is that less than 10% received an introduction to tennis and have subsequent access to courts and equipment at rates that are within the financial reach of the child’s family. A reasonable long term target might be that 80% of school age children have access to that opportunity. The vision is achievable over time. As will be seen in due course sportscotland wishes to operate in four year funding cycles and the LTA is now inclined to do so as well in the case of Tennis Scotland. The vision is not achievable over one funding cycle and probably is not achievable over two. Most of those on the present Tennis Scotland Board are coming to the end of their period in office. The Board wishes to bequeath to its successors a situation in which the four conditions are satisfied and sustainable going forward; and to assist the new Board members in the transition from one Board to another. If the new Board can make progress towards the vision in one four year cycle then it is reasonable to think that stakeholders will be receptive to funding further progress (by further capital investment and annual funding) in subsequent cycles. Participation goes beyond mere introduction; tennis is a difficult sport and “drop off” will always be a problem. Nonetheless, if there is a “joined up” approach involving Tennis Scotland, local authorities, schools, places to play and the existing Districts it is hoped that with increasing numbers being introduced to the sport regular participation will also greatly increase – although that too is a long term project.
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