Our plan 2007 2011 Contents

01 Introduction 2 02 The Benefits of Sport 4 03 Summary of Our Plan 6 04 Context to Our Plan 8 The Challenges for Scottish Sport 8 The Opportunities for Scottish Sport 10 The Scottish Executive’s National Strategy for Sport 11 Building on Our Progress 12 05 Our Plan for 2007 2011 14 Our Organisation 14 Our Principles 15 Our Approach 16 06 Our Priorities 17 07 Working with Our Partners 26 08 Implementing and Measuring Our Progress 30 09 The Impact of Our Plan 32

1 01 Introduction

We are the national agency for sport in Scotland. We passionately believe in the benefits of sport, from the enjoyment and sense of achievement that participation brings, to the shared pride that national success generates. Our mission is to encourage everyone in Scotland to discover and develop their own sporting experience, helping to increase participation and improve performances in Scottish sport. In all that we do, we strive to add value and act in the best interests of Scottish sport.

2 We aim to achieve our mission by leading and our partners, in particular local authorities and supporting our partners, investing National Lottery Scottish Governing Bodies of sport. and Scottish Executive funding where it counts and advising on policy and strategy for the future. The next four years present an exciting and challenging time for the development of sport Our head office is based in Edinburgh and, through in Scotland. Of particular importance is the a trust company, we operate three National Centres: work to harness the benefits of the Olympic Glenmore Lodge, Inverclyde and Cumbrae. Our and Paralympic Games in London in 2012, three National Centres provide quality, affordable, and, we hope, the Commonwealth Games residential and sporting facilities and services for the in Glasgow in 2014. sportscotland will be development of people in sport. We are also the at the heart of this development. parent company of the Scottish Institute of Sport (SIS) which prepares Scotland’s best athletes This corporate plan, agreed by Scottish Ministers, to perform on the world stage by providing summarises our role in delivering the Scottish performance planning expertise and individually Executive’s National Strategy for Sport. It includes tailored programmes for Scottish Governing our plans for investing Scottish Executive and Bodies (SGBs) and athletes. National Lottery funds. Our lottery strategy, prepared in response to public consultation, Creating a more sporting nation is a shared will provide more detail on the contribution task, one that we will work on together with of lottery resources.

3 02 The Benefits of Sport

The Definition of Sport The Importance of Sport “Sport means all forms of physical activity which, Sport is about people and is an intrinsic part through casual or organised participation, aim of Scottish life. Sport is valuable for all people, at expressing or improving physical fitness and regardless of ability, background and desired mental well-being, forming social relationships level of attainment, and with the diverse range or obtaining results in competitions at all levels.” of activity that sport covers, there is a sport Council of Europe, European Sports Charter to suit every individual.

At an individual level, sport can provide a sense of achievement and enjoyment. At a collective level, it fosters community spirit and a sense of togetherness. Clubs create environments for people to come together and enjoy each other’s company, to take part in sporting activities, and to learn and develop. Sport can be fun, and provides individuals with the opportunity to develop skills and self-esteem.

4 Through the performances of Scotland’s A Shared Agenda sportsmen and women on the world stage, sport helps generate a spirit of national pride. Realising the benefits of sport is a shared agenda. And it makes a wider contribution to a vibrant nation: sport significantly improves our health We will work with and bring together key and well-being, supports employment for tens organisations in Scottish sport to support the of thousands of people in Scotland and helps delivery of the National Strategy for Sport. the economy flourish. And we will engage with the public, education, It is impossible to imagine a Scottish nation business and voluntary sectors to maximise without sport. That is why our mission is to our shared contributions. Contributions which encourage everyone in Scotland to discover together will help us realise the benefits of and develop their own sporting experience, sport, ensuring it sits at the heart of a more making sport a part of their lives – whether vibrant Scotland. it’s taking part or through volunteering, being involved in their local club or simply spectating.

5 03 Summary of Our Plan

Our Principles Our Priorities

Developing a sporting Active Schools Network infrastructure We believe that increasing participation opportunities for children is critical to a lifetime’s involvement in sport and to future sporting performances. The development of Scottish sport is We will continue to develop and strengthen the Active Schools Network, who in turn coordinate activities that enthuse and develop our children’s dependent on an infrastructure of people, interest in sport from an early age. organisations and facilities. This infrastructure has to be maintained, grown and sustained in the long term. Coaching Inspirational and well-trained coaches are essential to develop Scottish athletes at all levels. We will continue to support the recruitment, training and career development of Scotland’s coaches through a coaching page 14 strategy aligned to the UK coaching framework.

Community Sport Creating effective Scotland’s sports clubs and community organisations are vital to providing a full and diverse range of sporting opportunities. With partners we will sporting pathways support this network and provide focused investment in the most deprived communities where sporting opportunities are fewer. Sporting pathways are all about creating opportunities for people to participate in sport at any level and at any stage in life. Performance Development We will invest and support SGB performance plans which nurture and develop Scotland’s emerging talent. We will also invest in preparing Scotland’s athletes to perform on the world stage, with a particular page 14 focus on Olympic, Paralympic and Commonwealth Games medals and international success in other sports of national importance.

Quality Facilities We will support improvements to the quality, sustainability and accessibility of Scotland’s sporting facilities and natural resource opportunities. Embedding ethics and equity throughout sport Strong Partners We will continue our commitment to ethical We will continue to invest in our partners’ development so that Scotland’s and equitable sport, tackling discrimination, sporting organisations have the capacity and skills to develop sport. We promoting equality of opportunity and ensuring will support their planning and invest in their people, both paid and unpaid. safe and fair participation and performance. Strong sportscotland page 15 We will strive to continuously improve and grow understanding and belief in both sportscotland as an organisation and in our work. We will invest in our people and embed the principles of equity, environmental protection and best value in all our work.

6 Our Partners page 19 Our Approach We will work with and bring together key organisations in Scottish sport, supporting them in developing and delivering their plans for sport. We will invest in shared outcomes which contribute to the National Strategy. page 20 page 16

A Range of Key Partners page 21 We will engage with the public, business, education and voluntary sectors to maximise their contributions to the National Strategy for Sport.

page 29 page 22

Scottish Governing Bodies We will work with Scottish Governing Bodies to help them develop a single plan for their sport and on a sport by sport page 23 basis we will agree investment and support against the shared objectives of this plan.

page 27 page 24 Local Authorities We will work with local authorities to help them and their partners devise plans for the development of sport in their page 25 area, and on an individual basis we will agree investment and provide support against the shared objectives of these plans.

page 28

7 04 Context to Our Plan

The Challenges for Making sport more desirable and accessible to all Scottish residents is a real challenge which Scottish Sport for many people involves a change in lifestyle. Currently only 46% of adults living in Scotland regularly take part in sport. Only 19% are But even before we can attract more people into members of sports clubs and only 14% are sport, our key challenge is to ensure that there volunteering in sport. is a strong sporting infrastructure that can support and retain them. By a sporting infrastructure, And for some groups of our population, we mean a combination of people, organisations engagement in sport is even lower. and facilities that support people in sport at • Fewer women than men take part in sport. all levels. • People with disabilities and people from disadvantaged social backgrounds are less We need inspirational people in place to provide likely to participate. fun and safe sporting opportunities. It is these • People may face religious and racial barriers networks of people – these teachers, volunteers, to taking part in sport. coaches and club officials – who will engage and • Participation in sport decreases with age. encourage people to get involved and stay involved, as well as supporting individuals to

8 develop to their full potential, contributing to We need safe, quality environments in which Scottish performances of which we can all be people can take part in sport. However, our recent proud. We face the challenge of recruiting, audit of sports facilities concluded that the current developing and supporting these people – infrastructure in Scotland is far from adequate to both paid and voluntary. give everyone the opportunity to take part and sustain their participation, or to properly cater for We need strong organisations to lead and deliver the development of athletes in the future. There sport, from ensuring political buy-in to drive sport is a challenge in sustaining and upgrading our development, to supporting clubs and others who current stock of facilities, but also in maximising deliver opportunities. the use of the facilities we do have in Scotland. This includes our local clubs and schools and With the demands on resources at a local and our high quality natural environment which national level, we need to ensure that available provides a range of opportunities to participate resources for sport are utilised to the greatest in sport and outdoor recreation. effect to strengthen this infrastructure. This requires a group of dedicated organisations and authorities in Scotland working together with sustained time, effort and investment over the next four years and beyond.

9 The Opportunities Infrastructure Growth A great deal of the people and organisational for Scottish Sport elements of the sporting infrastructure we need Despite the challenges we face, now, more than are already in place and delivering, including more ever before, Scotland is in a strong position to professional SGBs and both the Active Schools develop as a sporting nation. and Institute Networks.

2012 and 2014 We are seeing an ever-expanding network of The Olympic and Paralympic Games in London private sports facilities, coupled with the ongoing in 2012 is a wonderful opportunity for Scotland, upgrade of the Scottish school estate. Both as is the prospect of Glasgow hosting the present opportunities for sport. Commonwealth Games in 2014. These events will not only help more people engage and build New access rights in Scotland are recognised enthusiasm for sport, but the London Olympic as some of the most progressive in Europe and and Paralympic Games aims to be the first present a significant and important opportunity games to achieve a lasting legacy for sport. for people to participate. And our national parks present a real opportunity to promote the This legacy involves more people making sport responsible and balanced use of our countryside a part of their lives: more people volunteering in for sport and recreation. sport, more people enjoying sport and ultimately more people participating in sport. The Profile of Sport The continuing growth of the sporting profile across Achieving this legacy starts now, as sport works to a variety of media and commercial investment develop the infrastructure which can turn increased keeps sport at the forefront of Scottish culture. demand for sport into actual participation. There is an appreciation not only of sport itself, but of the wider contribution and benefit of sport Over the next four years sportscotland will work to society. with our partners to support the Glasgow bid and ensure a successful London Olympic and At Scottish and UK level the political will to develop Paralympic Games. Our role includes supporting sport is continuing. The Scottish Executive recently the preparation of Scottish athletes, identifying and published their new strategy for sport. This supporting volunteers, supporting the planning and presents an opportunity for key partners to come hosting of training camps, but most importantly together to deliver sport, building on the successes contributing to the delivery of a sporting legacy. of the previous strategy, Sport 21.

10 The Scottish Executive’s Key partners, in particular the Scottish Executive, sportscotland, Scottish Governing Bodies and National Strategy for Sport local authorities, should plan how they will Reaching Higher – Building on the Success contribute. While the National Strategy sets out of Sport 21 (the National Strategy), maintains core roles and responsibilities for these partners, the Sport 21 vision for Scotland as: it appreciates that there is not a ‘one-size-fits-all’ • a country where sport is more widely available approach to achieving the national outcomes. to all; Partners’ plans should take account of their own • a country where sporting talent is recognised circumstances. For example, the challenges local and nurtured; and authorities face vary, with significant differences • a country achieving and sustaining world-class in participation rates across Scotland and within performance in sport. individual communities, as do the circumstances, needs and capacity of individual governing bodies To achieve this vision, the strategy identifies two of sport. national outcomes for Scottish sport – increasing participation and improving performance. It sets sportscotland has a dual role to play in the out four national priorities, the building blocks; strategy: firstly, by planning and delivering our • well trained people; contribution to putting in place the building blocks • strong organisations; of the strategy; and secondly, by supporting local • quality facilities; authorities, SGBs and other partners in planning, • providing the pathway. developing and sustaining their contributions to this strategy.

This, our plan, outlines how we will deliver our contribution.

11 Building on Our Progress The work outlined in this corporate plan is not a dramatic departure from our previous plan. Rather, it seeks to build on our achievements and progress to date. Our approach over the next four years is to sustain and further develop a sporting infrastructure for Scotland which can deliver increased participation and improved performance.

12 Progress and Principles

Over the period of our last corporate plan, Our previous plan set out core principles, we made good progress in developing sport. investment and infrastructure priorities. There For instance: are some differences in the presentation of this • The Active Schools Network is now established plan as we strive to simplify our priorities and and proving successful in getting more school- improve the way we invest and work with aged children participating in and enjoying sport. partners in line with the Scottish Executive’s • We have assisted local authorities in developing new National Strategy for Sport. and upgrading their facilities network. These changes include: • We have provided a range of research and The principle of developing a sporting contributed at a local and national level to infrastructure. This means that we look to policy formulation, for example in contributing long term building and supporting of facilities, to new outdoor access legislation. organisations and people. • We have strengthened and made our SGBs Rationalised priorities. We understand that more professional helping them to deliver player improvement and medal success are more sporting opportunities. Supported by part of the same integrated pathway, and have the Scottish Institute of Sport, they continue therefore combined these priorities into one to develop our talented athletes for success ‘Performance Development’ priority. on the world stage. The record successes of New priorities. We’ve added ‘Strong Partners’ the Commonwealth Games in March 2006 and ‘A Strong sportscotland’, which look at what highlight how far we have come already. we will do to support the delivery of others and • Our National Centres have contributed to improve our own organisational impact. the upskilling of more than 3,000 coaches Raised priorities. As we are aware of the last year alone. need to recruit, retain and improve the skills of volunteers across Scottish sport, we have ensured volunteering is considered throughout the plan rather than within one priority area.

13 05 Our Plan for 2007 2011

Our Organisation This plan covers the operations of the sportscotland group.

sportscotland Trust Company (National Centres)

14 Our Principles develop and retain existing volunteers as well as engaging and recruiting a new generation Three key principles underpin our corporate plan. of volunteers in sport.

1. Developing a sporting infrastructure 2. Creating effective sporting pathways The development of Scottish sport is dependent Effective sporting pathways will create opportunities on an infrastructure of people, organisations and for people to participate and develop in sport at any facilities. This infrastructure has to be grown and level and for life. They require strong relationships sustained in the long term. between sporting providers and deliverers, linking sporting opportunities to suit the needs and We will work with partners to examine the strengths development of new and existing participants. and weaknesses of the current infrastructure at a local, regional and national level, and enhance it Starting with the fundamental physical abilities where possible through sustainable capacity building. and the confidence children need, at an early age, to enjoy success and lifelong participation in sport, As well as a range of paid employees, sport relies we will work with SGBs to develop long term player a vast number and range of volunteers to make it development frameworks, which set out the happen. We will work with partners to ensure that optimum development pathways for their sport. there are mechanisms in place to proactively By mapping sporting pathways, we can maximise

15 opportunities for joint services between sports, aspect of our work, ensuring we consider the support talent identification and help people equity impact of all of our policies, programmes changing from one sport to another to stay and services and helping our partners to embed engaged for life. equity into all of their functions.

The principle of sporting pathways will underpin all Our Approach of our work, from our investment in partners to the development of our own policies and programmes. We will work in partnership sportscotland will work in partnership to deliver 3. Embedding ethics and equity this corporate plan. throughout sport We will continue our commitment to ethical and We will invest Scottish Executive and National equitable sport, tackling discrimination, promoting Lottery funds in the shared outcomes of our equality of opportunity and ensuring safe and fair partners plans. participation and performance. In particular we will work with governing bodies We will support our key partners to take action in in developing and delivering a single plan for sport, demonstrating their commitment to equity, child and with local authorities in their plans for the protection and drug-free sport, thus ensuring a development of sport at a local level. safe, fun, fair and ethical sporting environment for all those in Scotland who wish to participate. There will be no automatic entitlement to investment. Partners will need to demonstrate sportscotland is committed to tackling their ability to deliver, and the outcomes of their discrimination and to promoting equality of proposed investment. opportunity for people in Scotland to participate and perform in sport at all levels irrespective of Our key partners will be allocated a Partnership their gender, disability, race, religion or belief, Manager who will act as first point of contact sexual orientation, age, marital or civil partnership and support, but they will also be able to access status or social background. Our Single Equity a range of additional specialist support. Scheme (the Scheme) sets out the actions we will take to promote equality of opportunities in our We will not only develop relationships with our own organisation and in sport, to break down the partners, listening to them, valuing them and barriers to participation faced by some groups of sharing their good practice, but we will also Scottish society. During 2007-11 we will not only facilitate joint working between our partners. deliver, monitor, and continue to review and develop the actions in our Scheme, but we will In all that we do, we will seek to add value work towards mainstreaming equity into every to the work of our partners.

16 06 Our Priorities

Our plan has been devised based on projections We have set out indicative estimates of our that sportscotland will have resources of over investment against the plan within a range. £260 million over the next four years. This This investment is not only subject to available included a projection of £163 million in Scottish resources, but will vary according to the plans Executive resources, and anticipated lottery of our partners and the lottery applications we resources of around £100 million, comprising receive. We will prioritise investment where we both new National Lottery income and full believe it will have the greatest impact towards utilisation of existing lottery reserves. increasing participation and improving performance. And we’ll ensure best value for Since the development of this plan, the UK our investment and that it’s made in addition Government has announced that further lottery to resources from other partners. resources will be re-directed to help support the London Olympic and Paralympic Games in 2012 . While we will invest where others don’t we will This means that our actual lottery investment is also monitor and look to maximise the leverage likely to be less than £100 million. Our Executive of our investment, using it to achieve additional resources are also subject to change, particularly resources for Scottish sport. The following following the outcomes of the 2007 Scottish section also details the expected leverage elections and Spending Review. of our investment.

17 Achieving Our Priorities We will consider investment and support across a wide range of areas and partners, but to effectively contribute to the challenges and building blocks of the National Strategy, we have identified seven priorities within our work. These priorities are not stand alone; the areas they influence will often overlap and will be integrated across our partners’ plans.

18 1. Active Schools Network Aim To continue to develop and strengthen the Active Schools staffing network, who in turn coordinate activities which enthuse and develop our children to take part in sport and physical activity from an early age.

Our Approach • We will invest in local authority plans to maintain and develop the Active Schools Network staffing infrastructure. • We will add value to the Active Schools Network through the provision of training and support. • We will review and consider the strengthening and expansion of Active Schools.

Actions for 2007-2011 • Work with local authorities to fund and maintain the Active Schools Network staffing infrastructure. • Manage the network to support it in: • the recruitment, support and development of volunteers to deliver quality activity sessions; • developing improved links between schools, clubs and the wider community; • connecting children to SGBs’ pathways; and • providing targeted activities to increase and promote opportunities for under-represented groups, including girls, disabled children, black and minority ethnic children and more inactive children. • Deliver a programme of training and support to the network including the development of the Active Schools Network Community website. • Continue to evaluate the Active Schools Network and undertake an Active Schools (secondary) review. • Work towards long term strengthening of the network.

Estimated Investment £48 million – £52 million

Estimated Leverage We estimate that our investment in the Active Schools Network will lever in between £15 million and £20 million from local authority partners and we know that network staff are also using the Active Schools profile to lever in money locally.

19 2. Coaching Aim To work towards established, leading edge communities of coaches, meeting the needs of player pathways. And to recognise and value coaching contributions at all levels.

Our Approach • We will continue to develop the Coaching Scotland strategy with our partners, aligned to the UK coaching framework. • We will provide leadership, support and investment for delivery partners to develop coaching at local, regional and national level within this framework and their single plan for sport.

Actions for 2007-2011 • Support the development and implementation of the UK Coaching Certificate in Scotland. • Continue to develop the Coaching Network, a network of coach development officers primarily based within governing bodies to provide the infrastructure to deliver Coaching Scotland. • Support the establishment of workforce development plans to enable individual sports to identify and address the needs of their coaching plans. • Our National Centres will continue to support partners in the professional development of coaches, including in delivering the UKCC for specified sports.

Estimated Investment £7 million – £9 million N.B. This investment excludes the employment of coaches, which is included across other priorities of the plan.

Estimated Leverage We will work to maximise leverage for our investment in the coaching infrastructure.

20 3. Community Sport Aim To support and build the capacity of the Scottish club network, and support other community organisations to deliver quality sporting opportunities in our communities.

Our Approach • We will provide coordination, support and investment for key partners in developing clubs and community sport. • We will continue to provide small-scale funding to directly support clubs and other sporting providers. • We will provide focused investment to develop community sport in our most deprived communities.

Actions for 2007-2011 • Develop with partners our policy and investment strategy to support clubs and community sport. This includes: • agree club development and accreditation support to partners; • review community regeneration programme; • provide investment against partners’ plans. • Provide focused investment in Scotland’s most deprived communities through our Community Regeneration Programme. • Provide a programme of information, training and support to clubs. Including through: • continued development of the Help for Clubs website; • delivery of the Running Sports Scotland programme; • support on implementing child protection policies and plans. • Invest in Awards for All and SPORTSMATCH programmes to provide direct funding for clubs and other community organisations. • Through our National Centres provide quality facility access and services to clubs and other community groups

Estimated Investment £10 million – £12 million

Estimated Leverage We estimate that our investment in the Community Regeneration Programme will lever in around £2 million from local partners and our investment in SPORTSMATCH will at a minimum be matched by sponsor contributions.

21 4. Performance Development Aim We will invest and support SGB performance plans which nurture and develop Scotland’s emerging talent. We will also invest in preparing Scotland’s athletes to perform on the world stage, with a particular focus on Olympic, Paralympic and Commonwealth Games medals and international success in other sports of national importance.

Our Approach • We will invest in and support SGBs in the planning, development, implementation and monitoring of performance development programmes at national, regional and local levels, aligned to long term player development (LTPD) principles within their single plan for sport. • We will invest in the Institute Network to support athletes identified by SGBs. • At the high performance end of the pathways, we will focus on medal success in Olympic, Paralympic and Commonwealth sports and targeted international achievement in other sports.

Actions for 2007-2011 • Establish a strategic performance group to lead strategy and policy for the development of a Scottish performance pathway, linked to World Class Performance Plans where appropriate. • Establish sports specific performance groups to develop, monitor and ensure delivery of the performance plan for each sport. • Develop criteria for investment against performance development aspects of SGB plans. • Deliver integrated investment against agreed components of SGB plans including: • investment in athlete development, competition and training programmes at national, regional and local levels; • provision of athlete support funding to support high performance athletes; and • investment in performance staffing, including coaches. • Develop the Institute Network to ensure priority access to services is in place for the right athletes. • Develop an athlete tracking system that allows us to monitor all supported athletes, their improvements and results over time. • Maintain strong relationships with the key performance agencies in the UK to ensure, where appropriate, our work is aligned and complementary to the wider UK performance targets. • Our National Centres will work with SGBs to provide affordable, quality residential facilities and services to support the development of athletes throughout the performance pathway.

Estimated Investment £42 million – £46 million

Estimated Leverage As we are one of the main funders of performance sport in Scotland, leverage for our investment is relatively low. However, we expect our investment in the Institute Network to lever in approximately £1.5 million in cash and in-kind contributions from other sources. By contributing to improved performance across a range of sport, our investment will also support partners in maximising sponsorship income.

22 5. Quality Facilities Aim To develop improvements to the quality, sustainability and accessibility of Scotland’s sporting facilities and natural resource opportunities.

Our Approach • We will work with partners to improve the planning, design and management of sports facilities. • We will invest in new and refurbished sports facilities with ongoing maintenance a condition of our investment. • We will promote the sustainable and responsible use of our natural resources for sport.

Our Actions for 2007-2011 • Review and develop our funding model to reflect our partners’ priorities for facilities and invest in associated projects, linked to their integrated plans. • Encourage and support local authorities and SGBs in the development and review of facility strategies as part of their national strategy plans. This includes maximising a full range of facilities, from local authority owned leisure centres and schools to local clubs, private facilities and the outdoors. We will encourage partners to give due weight to accessibility, affordability and environmental considerations as they develop these strategies. • Provide guidance on improving facility provision and management, potentially by publishing technical digests, funding demonstration projects and promoting good practice. • Through our Building for Sport programme, support the refurbishment and replacement of substandard local facilities, and invest in new facilities in areas of under-provision, in line with identified facility priorities. • Support the development of a network of training and competition facilities in consultation with SGBs, through the National and Regional Sports Facilities programme and the Building for Sport programme. • Implement statutory planning powers to protect and improve facilities and secure additional investment. • Produce sportscotland’s policy statement on sport and recreation in the countryside in consultation with key partners, and promote the sustainable and responsible use of Scotland’s natural environment for sport and recreation. • Through our three National Centres, provide, develop and maintain quality facilities which facilitate participation and development opportunities in a range of sports, including outdoor pursuits.

Estimated Investment £90 million – £100 million

Estimated Leverage We estimate that our investment in facilities will lever in between £340 and £380 million from other sources.

23 6. Strong Partners Aim To help further strengthen our sporting partners, supporting them to plan and develop a sporting infrastructure for Scottish sport.

Our Approach • We will invest in and support the development of strong and equitable SGBs of sport. • We will add value to the planning and delivery of local authority enabled plans. • We will bring together our partners and strengthen their capacity to deliver.

Actions for 2007-2011 • Support and invest in shared objectives of our partners’ plans and facilitate partnership working between them. • Continue to consider and review with partners their regional needs including: • review regional infrastructure of volunteer network and develop future support; • continue to pilot and examine business case for Sports Partnerships in Central and Tayside & Fife. • Provide research and expertise and share best practice to support our partners.

Supporting Scottish Governing Bodies (SGBs) • Support SGBs in developing a single plan for their sport, underpinned by the principles of LTPD, and simplify investment against agreed objectives of the plan. • Invest against an agreed staffing structure of paid staff, and support SGBs in their plans to recruit, retain and develop volunteers. • Deliver programmes to support and develop SGB paid staff and volunteers, including Modern Sport, Expert Resource and Staffing Matters. • Support SGBs in embedding ethics, and by the end of this corporate plan period, only invest in SGBs which have: • developed and implemented child protection plans; • signed up to National Governing Body Anti Doping Agreement; and • achieved at least the Foundation level of the Equity Standard.

Supporting Local Authorities • Support local authorities in developing comprehensive local plans and develop investment strategy against shared outcomes. Strong plans will: be linked to community planning; be developed and implemented with a range of local partners and in consultation with regional and national sporting partners; have political sign up and leadership; address area specific issues and promote inclusion and equity; have strong implementation and monitoring frameworks; and be fully resourced, with external funding additional. • Support local authorities in developing their people, including volunteers, and in identifying workforce needs.

Estimated Investment £16 million – £20 million

Estimated Leverage We estimate our investment in governing body staffing will lever in around £20 million from other sources. And our investment in pilot sport partnerships will be supported by around £800,000 from our local authority partners.

24 7. A Strong sportscotland Aim We will strive to continuously improve, creating a stronger sportscotland group better placed to work with partners to increase participation and improve performance in Scottish sport.

Our Approach and Actions for 2007-2011 Driven by our Board, who will provide both strategic leadership and positive scrutiny, we will strive to improve our operations, our relationships and our contributions to sport and wider government and social agendas.

We will endeavour to have people with the right skills and behaviours in place and focused on delivering this plan. This means: • attracting, retaining and supporting a diverse workforce of high quality staff; • recognising and rewarding performance against key competencies; • developing a people-focused management culture that empowers and develops staff; and • creating a working environment, supported by equitable policies and procedures, that allows all staff to give of their best and balance work and personal commitments.

We will continuously improve our business processes and efficiency in accordance with the principles of Best Value and Efficient Government. We will operate in an equitable manner, promoting diversity. We will self monitor the outcomes of our work, developing strong performance management systems and strengthen our planning and project management.

We will develop our corporate culture as a learning organisation, adopting an evidence based approach to our work through effective research and monitoring. We will develop new ways of working supported by key business processes including IT, improving internal communications practices and cross-team working, across the sportscotland family.

We will strive to grow understanding and belief in our work and in the sportscotland group by delivering a programme of consistent, planned and targeted communications to our partners. We will listen to, and value, the views of our partners, responding to formal and informal feedback, including on the progress with this plan.

We will embed environmental considerations into our operations and functions by continuing to implement, measure and review our Environmental Management System and by considering environmental issues in the development and assessment of our policies and strategies and by encouraging partners to improve their own environmental performance.

We will put in place effective working policies and practices to contribute to wider government and social agendas including implementing a Gaelic Language Plan and promoting volunteering in sport both within our organisation and externally.

This corporate plan will be implemented at a time of significant change for the organisation. Following the Executive’s announcement of 18th May 2006, sportscotland are developing costed plans for the intended re-location to Glasgow in 2010. At this critical time for sport in Scotland we will ensure any disruption does not affect our support to partners, through careful planning and retention of key staff, expertise and knowledge. And we will embrace this move as an opportunity to ensure our organisation is fit for purpose going forward.

25 07 Working with Our Partners

We will continue to work with a wide range of partners to support the delivery of this corporate plan. However, as outlined in the National Strategy for Sport, much of our work and investment will be channelled through our key partners – Scottish Governing Bodies and local authorities. Our investment and support will vary between each local authority and governing body. This section summarises some of the ways we will work with these partners to deliver the priorities of this plan.

26 1. Scottish Governing Bodies

We will work with SGBs to help them develop a single plan for their sport which outlines how they will develop participation and performance and contribute to the National Strategy for Sport. And on a sport-by-sport basis, we will agree investment and provide support against the agreed shared objectives of this plan.

Active Schools Coaching Community Performance Quality Network Sport Development Facilities We will foster We will continue to We will consult with On a sport-by-sport We will consider the complementary and support the SGB SGBs on the needs basis we will invest needs of different sports coordinated work coaching workforce of clubs in order to in player pathways in our facility planning, between SGBs and the development plans, enhance our support at regional, national, investment and Active Schools Network, enabling individual sports and investment. international and guidance. ensuring strong to identify and address medal success levels. school/club links. their coaching needs. We will provide quality Our investment in the training and competition We will invest in Institute Network will facilities through our key SGB coaching support preparation National Centres. development posts. of athletes identified by SGBs. We will support SGBs in the development and Investment in sports implementation of the will be prioritised at UK Coaching Certificate those that can achieve in Scotland. Olympic, Paralympic and Commonwealth success as well as international success in other sports of national importance.

Strong Partners We will invest in SGBs: both the organisations themselves and the people that run them. We will work with SGBs to strengthen their regional delivery of sport including the piloting of Sports Partnerships. We will continue to work with SGBs in supporting the recruitment and development of volunteers.

Strong sportscotland We will add value through our people, supporting every SGB with a dedicated Partnership Manager. We will provide support and advice on equity, facility planning, marketing, finance and more. We will represent and promote the interests of sports.

27 2. Local Authorities

We will work with local authorities to help them and their partners devise plans for the development of sport in their area. These plans will outline how they will develop participation and performance and contribute to the aims of the National Strategy for Sport. On an individual basis, we will agree investment and provide support against shared objectives.

Active Schools Coaching Community Performance Quality Network Sport Development Facilities We will invest in local We will support local We will consult with local Developing a We will work together authority plans to deliver authorities in the authorities on the needs performance pathway to identify facility and develop the Active strategic planning of of clubs in order to starts at a local level. requirements and Schools Network. coaching, including enhance our support develop facility strategies. investment in a network and investment. We will provide support We will support the of local and regional and appropriate links We will invest in new recruitment, training and coaching development We will provide so that local authority and re-furbished development of people posts. community regeneration sports plans feed facilities, prioritising in the network. investment to develop into those of SGBs, investment where under- clubs and sporting regional performance provision is identified. opportunities in our development most deprived areas. programmes and the We will provide guidance Area Institutes of Sport. on facility design, We will invest directly management and in community sport support. organisations through Awards for All. We will use our statutory powers to safeguard the network of local facilities.

Strong Partners We will provide research, support and expertise to aid local authority sports planning. We will bring partners together at a regional level including through piloting Sports Partnerships. We will continue to work with local authorities in supporting the recruitment and development of volunteers.

Strong sportscotland We will add value through our people supporting every local authority with a dedicated Partnership Manager. We will provide support and advice on development of their plans to contribute to the National Strategy. We will represent and promote the interests of sports at grass roots level.

28 3. A Range of Key Partners

In addition to SGBs and local authorities, we will engage with a wide range of partners across voluntary, education, government and business sectors.

Examples of our engagement include:

We will work with the private sector to support the design and management of their facilities, increase the investment and sponsorship into Scottish sport and provide sporting opportunities for their workforces through our National Centres.

We will work with bodies such as Scottish Natural Heritage, the Forestry Commission and National Parks, to develop countryside sport opportunities whilst ensuring the protection of our natural heritage.

We will work with organisations such as Event Scotland and VisitScotland to assist in their production of sport tourism.

We will work with Scottish Universities Sport, universities and colleges to: invest in facilities; help develop their clubs, volunteers and athletes; and, along with SkillsActive Scotland, identify future workforce needs and develop the sporting workforce.

We will work with representative bodies such as Scottish Sports Association, COSLA, VOCAL and Scottish Association of Local Sports Councils to promote sporting issues and ensure their memberships’ views are taken into consideration in our work.

We will work with the volunteering sector on increasing and developing the volunteers in sport, and with organisations such as Children 1st to ensure safe participation in sport.

We will work with the Scottish Executive to support their implementation and monitoring of the National Strategy for Sport.

We will work with Scottish and UK government to assist in its promotion of sport, support the delivery of its wider agenda, and inform potential stakeholders of the case for sport.

We will work with our counterpart organisations across the UK to share best practice and work towards shared goals.

29 08 Implementing and Measuring Our Progress

Implementing Our Plan Measuring Our Progress In order to implement this plan, we will produce We will use Scottish Executive National Strategy and deliver annual business plans, which provide monitoring information to help analyse our specific actions, responsibilities and budgets to contribution to the National Strategy and bring our priorities into effect. to help us consider future policy and investment policies. As well as a core sportscotland business plan, the sportscotland trust company and the Scottish Given that we do not work in isolation, the Institute of Sport will produce business plans contribution made by sportscotland on which will highlight their individual contributions. participation and performance is almost Our plans are available on our website impossible to separate from that made by www.sportscotland.org.uk other agencies and individuals. Therefore we will also report on a series of performance measures that illustrate our progress in delivering the priorities of this plan.

30 Reporting on Our Progress As well as regular reporting to our Board, we will publish an annual review and lottery report, and we will present annual accounts to the Scottish Parliament.

The Scottish Executive will have a key role in scrutinising our delivery and our contribution to the National Strategy for Sport. We will work in partnership with the Executive and in accordance with our management statement and financial memorandum agreements to support this process.

31 09 The Impact of Our Plan

“Me and my pal used to “It’s like night and day. Now make up dance routines there’s two good 11-a-side at home. Then we got this grass pitches with proper note about doing all types drainage, and four floodlit of dancing at school, and multi-sport pitches. The Mum said I could go. It’s new sports club has got great. I love it.” the whole place buzzing.”

Megan Phillips, Perth Barry Fleeting, Kilwinning

32 “I was a complete rookie “There was no question when it came to being I was as well prepared the chairman of a sports as I could have been for governing body. Within a Athens, and the strength week of being appointed, and conditioning work I was presented with I did with the Institute a personnel crisis. was a contributing factor.”

The help and advice Campbell Walsh, Team GB, I got from sportscotland Bridge of Allan was invaluable.”

Paul Hancock, Edinburgh

33 sportscotland Caledonia House South Gyle Edinburgh EH12 9DQ Tel: 0131 317 7200 Fax: 0131 317 7202 www.sportscotland.org.uk

The sportscotland group is made up of sportscotland, sportscotland Trust Company (National Centres) and the Scottish Institute of Sport.

www.nationalcentrecumbrae.org.uk www.glenmorelodge.org.uk

www.nationalcentreinverclyde.org.uk www.sisport.com

This document is available in a range of formats and languages. Please contact sportscotland’s communications team for more information. Tel: 0131 317 7200 Fax: 0131 317 7202

© sportscotland 2007 Published by sportscotland ISBN: 978 1 85060 511 9 SCP 0406 PDF