Our plan Corporate plan 2009|2011
Contents Foreword
01
Our mission
02
Our organisation
03
Our strategic drivers
04
How sport contributes
05
Our contribution Our plan in context Our contribution to Scotland Performs
06 07 08
Our operating principles
09
Our priorities
11
Achieving our priorities School and Community Sport Performance Development High Performance Sport Quality Facilities Coaching and Volunteering Stronger Partners A Stronger sportscotland
13 13 14 15 16 17 18 19
Our implementation framework
20
Resource allocations
21
Contents
Foreword As the national agency for sport in Scotland we strive to develop sport for every person in Scotland. We want everyone to benefit from the enjoyment and individual sense of achievement that participating in sport brings, and from the excitement and pride generated by strong Scottish performances. Moreover, we want to maximise the contribution sport can make to the health and vibrancy of our nation. This document, which sets out our principles and priorities for 2009 to 2011, is the result of a mid-term review of our existing corporate plan for 2007 to 2011. Our mission and remit remain the same as we work with our partners to realise the vision outlined in Reaching Higher, the national strategy for sport – yet a great deal is new. sportscotland is a re-energised organisation, with a new approach to delivery. We are creating the regional infrastructure to bring us closer to our local partners and ensure we reach every corner of Scotland. We have a new management structure in place and, with the merger of the Scottish Institute of Sport and integration of the Area Institutes of Sport, we have streamlined the delivery of sport in Scotland. As a result of these changes, we have strengthened our capacity to lead and support our partners as we look towards realising the ambitions stimulated by the London 2012 Olympic and Paralympic Games and the Glasgow 2014 Commonwealth Games. The national performance framework and the concordat between the Convention of Scottish Local Authorities (COSLA) and the Scottish Government marked a new era for public service delivery in Scotland. At sportscotland, we are embracing these new ways of working. We are developing outcome-based planning and reporting; we are continuing to strengthen existing partnerships and will evolve new ones at local and national levels to maximise our contribution to sport and to Scotland. For example, you will see the development of shared outcomes as we work towards a health and sporting legacy for 2014. In times of economic uncertainty there may be funding challenges for sport. However, at sportscotland we believe the next few years offer unparalleled opportunity to fully realise the potential and power of sport. I am determined that, through the delivery of this plan, sportscotland plays a leading role in the team effort required to seize this opportunity.
Foreword | 01
Louise Martin CBE, Chair, sportscotland
Our mission We are the national agency for sport in Scotland. We passionately believe in the benefits of sport, from the enjoyment, sense of achievement and health benefits that participation brings, to the shared pride that national success generates. We believe that sport makes a unique contribution to life in Scotland, helping to make us a wealthier and fairer, smarter, healthier, greener, safer and stronger nation. 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. Guided by Reaching Higher, the national strategy for sport, we aim to achieve our mission by: • leading, supporting and coordinating partners in Scottish sport • investing National Lottery and Scottish Government funding where it counts • developing partnerships which inform policy and strategy for the future • delivering high-quality services to Scottish sport. In everything we do we aim to add value to our partners and maximise our contribution to the health and vibrancy of Scotland as a nation. We always aim to work in the best interests of Scottish sport – we put sport first.
Our mission | 02
Our organisation As the national agency for sport, we are a non-departmental public body, responsible through ministers to the Scottish Parliament. We are also a National Lottery Fund distributor and we are governed by National Lottery distribution rules. We invest Scottish Government and National Lottery resources to support people in Scotland to participate, develop and achieve in sport. We continually strive to ensure these resources are invested wisely so as to achieve best value and maximum impact. This plan covers the operations of the sportscotland group, which comprises sportscotland and the sportscotland Trust Company: sportscotland Incorporates the sportscotland head office in Glasgow and our high performance arm, the sportscotland institute of sport, in Stirling. We are also developing the regional infrastructure which will include the Area Institutes of Sport. sportscotland Trust Company Operates our three national training centres, Glenmore Lodge, Inverclyde, and Cumbrae. These centres provide quality, affordable and appropriate residential and sporting facilities for people to develop in sport.
Our organisation | 03
Our strategic drivers This document, our plan for 2009 to 2011, is an update of our corporate plan for 2007–2011 and is based on a mid-term review. It builds on the progress that we, together with partners, have made in the last two years and takes account of changes in our organisation, in public policy, in sport and in society. The strategic drivers for our plan are Reaching Higher, the national strategy for sport, and the Scottish Government’s purpose and vision for Scotland. Reaching Higher, the national strategy for sport • Reaching Higher’s dual aims are to increase participation and improve performances in Scottish sport. It sets out a vision for Scotland as a country: – where sport is widely available to all – where sporting talent is recognised and nurtured – achieving and sustaining world class performances in sport. • The strategy identifies four building blocks necessary to achieve increased participation and improved performance: – quality facilities – strong organisations – well-trained people – sporting pathways. • It provides a summary of the roles and responsibilities of key agencies, including sportscotland. The Scottish Government’s purpose and vision for Scotland • The Scottish Government has a single purpose – to create a more successful country where all of Scotland can flourish through increasing sustainable economic growth. • This purpose is underpinned by Scotland Performs, the national performance framework, which describes and measures the Scottish Government’s vision for success for Scotland in four parts: – the Scottish Government’s purpose and its associated targets – five strategic objectives for Scotland, namely wealthier and fairer, smarter, healthier, safer and stronger and greener – 15 national outcomes that describe what the Scottish Government wants to achieve – 45 national indicators. Every public body in Scotland is expected to maximise their contribution to Scotland Performs and to demonstrate their contribution through outcome-based plans. Our strategic drivers | 04
How sport contributes Sport makes a significant contribution to the Scottish Government’s purpose and vision for Scotland. Sport has the potential to make greater contributions to our nation through increased participation and improved performance. Sport as an industry is an important contributor to the Scottish economy and has potential for further growth. Activities such as sport tourism, sporting events and sport-based businesses all generate significant economic returns which directly support the Scottish Government’s economic objectives. The latest Scottish economic1 analysis found that: • sport-related consumer expenditure amounts to £1.6 billion, representing 2.7% of total consumer expenditure in Scotland • sport supports 45,500 jobs, 1.8% of total employment in Scotland • the value that sport adds to the Scottish Gross Domestic Product (GDP) is £1.5 billion, representing 1.9% of total gross value added.2 In addition to direct economic benefits, sport has the potential to make a wider contribution to a more successful Scotland. With more people participating in sport and improved performance on the world stage, sport can contribute at many levels: • Participation in sport raises people’s confidence and skills and improves physical health and mental well-being. These personal benefits translate into societal benefits including improving national health, reducing healthcare costs and helping to develop a more skilled, productive workforce. • Sports events and athletes increase the international profile of Scotland, generating tourism, investment and national pride. • Providing quality sports facilities and services, and making use of our natural resources for outdoor sports, make Scotland an attractive place to work, live and visit. Sport therefore contributes to the three routes to achieve economic growth identified in the Scottish Government’s economic strategy by helping to increase: • the level of labour productivity and competitiveness • the participation rate and so the number of people actually working • Scotland’s population and the supply of potential workers. Through these outcomes, sport has the potential to contribute to the Scottish Government’s economic recovery plan.
1 sportscotland reviews the economic impact of sport every three years. However, due to the lag in economic data published by the Scottish Government, the latest full analysis is the sportscotland Economic Importance of Sport in Scotland 2004 report, published in 2007. It is expected that when data is available from 2007, the economic impact of sport will have increased. 2 GDP is the sum of the value added of every industry in the economy. Value added is the difference between total revenue and the cost of bought in materials services and components.
How sport contributes | 05
You will find further information on how sport contributes to the national performance framework at www.sportscotland.org.uk/potentialofsport.
Our contribution Our corporate plan contributes to two national outcomes for sport: 1. Increasing participation 2. Improving performance These are the two national outcomes set out in Reaching Higher, the national strategy for sport. These outcomes in turn are the means by which sport can contribute to the Scottish Government’s purpose and vision for Scotland. This document explains our operating principles and priorities for 2009 to 2011. It sets out outcomes and actions and highlights the specific contributions that sportscotland plans to make to the Scottish Government’s national outcomes.
Our plan in context
Government’s 5 strategic objectives
Scotland Performs
the national performance framework
Government’s 15 national outcomes
Government’s 45 national indicators
Increased participation and improved performance
Long-term
A more successful country where everyone can flourish through increased and sustainable economic growth
Scottish Government’s purpose
Reaching Higher
Well-trained people
Strong organisations
Quality facilities
High Performance Sport
Coaching and Volunteering
Stronger Partners
Quality Facilities
Performance Development
A Stronger sportscotland
2009–2011
Providing pathways
School and Community Sport
Principles*
sportscotland corporate plan
Priorities*
the national strategy for sport
• Creating effective sporting pathways • Working in partnership • Embedding ethics and equity • Developing a strong infrastructure throughout sport • Achieve performance and success
Our contribution | 06
* Our principles and priorities are covered in greater detail later in this document.
We will continue to develop partnerships with a wide range of national and local partners to deliver our outcomes. In doing so we will support our partners in achieving their own priority outcomes, for example in health, education and tourism. We will demonstrate these shared contributions through annual reporting against our corporate plan. Our corporate plan aims to ensure best value and maximum impact in all that we do, in order to benefit sport, and in turn Scotland. Through the delivery of this plan, by 2011 we will aim to ensure: • Children across Scotland are introduced to sport from an early age and more children, irrespective of their background and ability, progress into sporting opportunities in their local clubs and communities. • Clubs and community organisations have more support to enhance their capacity to provide quality sporting opportunities. • More potential athletes are recognised and supported and our top athletes are fully prepared to represent and perform for Scotland on the world stage. • Scotland benefits from new and improved access to quality sports facilities as a result of sportscotland support. • More coaches have developed their skills and qualifications, in turn improving the experience of a wide range of participants. • There is growing recognition of the value of sport and the contribution it can make to local and national outcomes. As a result, the planning and delivery of sport is more coordinated. • sportscotland is a strong, efficient and innovative organisation, recognised by partners for the value that it adds.
Our plan in context | 07
Our contribution to Scotland Performs
2. We realise our full economic potential with more and better employment opportunities for our people.
X
3. We are better educated, more skilled and more successful, renowned for our research and development.
X
X
X
X
X
X
4. Our young people are successful learners, confident individuals, effective contributors and responsible citizens.
X
X
X
X
5. Our children have the best start in life and are ready to succeed.
X
X
X
X
6. We live longer, healthier lives.
X
X
X
7. We have tackled the significant inequalities in Scottish society.
X
X
8. We have improved the life chances for children, young people and families at risk.
X
X
9. We live our lives safe from crime, disorder and danger.
X
10. We live in well-designed, sustainable places where we are able to access the amenities and services we need. 11. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others.
X
X X
X
X
X
X
X
X
X
X
X
X
X
X
12. We value and enjoy our built and natural environment and protect it and enhance it for future generations. 13. We take pride in a strong, fair and inclusive national identity.
Stronger sportscotland
X
Stronger Partners
X
Coaching and Volunteering
Quality Facilities
1. We live in a Scotland that is the most attractive place for doing business in Europe.
High Performance Sport
Performance Development
School and Community Sport
National outcomes
Our priorities*
This table highlights how our priorities contribute to the Scottish Government’s national outcomes.
X X
X
X
X X
X
X
15. Our public services are high quality, continually improving, efficient and responsive to local people’s needs.
X
X
X
* Our priorities are covered in greater detail later in this document.
Our contribution to Scotland Performs | 08
14. We reduce the local and global environmental impact of our consumption and production.
Our operating principles There are five principles which underpin our work. These principles are central to our policy and programme development: they guide our investment decisions and they help to shape the services and support we provide. We believe these principles are critical to deliver the national outcomes for sport – increased participation and improved performance. 1. Creating effective sporting pathways Sporting pathways create opportunities for people to participate in sport at all levels and for life. They require strong relationships between sports providers and deliverers, linking sporting opportunities to meet the needs of participants and to attract more people into sport. Lifelong participation in sport begins with developing physical skills and confidence at an early age. We will provide strategic support for the Scottish Governing Bodies of sport to plan and provide optimum development pathways for each sport. We will design and tailor our investment and support to Scottish Governing Bodies of sport and other partners to provide opportunities for people to participate and develop in sport at all levels and throughout their lives. Through the sportscotland institute of sport network, we will maximise joint services for sport and support talent identification and athlete development toward world-class success. 2. Developing a strong infrastructure The development of Scottish sport is dependent on an infrastructure of people, organisations and facilities. This infrastructure has to be maintained and grown in the long term. We will work with partners to examine the strengths and weaknesses of the current infrastructure at local, regional and national levels. Where possible we will enhance Scotland’s sporting infrastructure through sustainable capacity building and longterm investment. We will lead and support the organisations and people within the infrastructure and continue to work to ensure a coordinated approach to delivery. 3. Embedding ethics and equity throughout sport We are committed to ethical and equitable sport, tackling discrimination, promoting equality of opportunity and ensuring safe and fair participation and performance. We are committed to ensuring that sport is open to all, and to promoting participation among the people in our communities who participate least.
We will continue to develop our commitment to ensuring equity in every aspect of our work, by assessing our policies, programmes and services and continuing to develop and implement our Single Equity Scheme.
Our operating principles | 09
We will support our partners in realising their commitment to equity, child protection and drug free sport, to ensure a safe, fun, fair and ethical sporting environment for all to participate.
4. Achieving performance and success We are committed to the principle of achievement in sport: from the individual benefits and pride that people experience by performing to their best, to the collective benefits and pride of Scotland performing and achieving on the world stage. We will ensure that mechanisms are in place for people to achieve at every level of sport and will promote and celebrate personal and national sporting achievements. Through our Performance Strategy for 2009 to 2016 we will continue to work towards medal success on the world, and Commonwealth, stage. Throughout our work we will strive to achieve and celebrate success. 5. Working in partnership London 2012 and the 2014 Commonwealth Games in Glasgow present once-in-a lifetime opportunities for the development of a sporting nation. They offer the opportunity to build a sporting legacy – a legacy that sees more people participating in sport and improved performances on the world stage, and a legacy that will allow Scotland to maximise sport’s contribution to our national objectives. sportscotland cannot achieve a lasting legacy alone, it requires a range of partners. We will continue to work with the key partners identified in Reaching Higher – the Scottish Government, local authorities, and Scottish Governing Bodies of sport. We will also develop new and existing relationships at a strategic and operational level with partners across all sectors, in order to maximise our shared contributions to Reaching Higher, the national strategy for sport and to Scotland Performs, the national performance framework.
Our operating principles | 10
Our priorities We have seven priorities that guide our operations and investment. Our priorities are underpinned by our operating principles. Our priorities do not stand alone; the areas they influence overlap and will be integrated across our partners’ plans. On a partner-by-partner basis we provide targeted support and investment to achieve shared outcomes. School and Community Sport • Continue to develop Active Schools and improve pathways between schools and community sport. • Build and support the capacity of Scotland’s network of sports clubs and support other community organisations to deliver quality and accessible sporting opportunities for everyone in our communities. Performance Development • Support the planning and implementation of performance pathways for developing athletes and coaches, enabling people to achieve to the best of their abilities and, for those with the potential, provide a seamless pathway to high performance and future sporting success. High Performance Sport • Continue to support medal success on the world and Commonwealth stage by preparing athletes to perform with distinction at targeted events and in targeted sports outlined in our Performance Strategy for 2009 to 2016. • Use the opportunity presented by London 2012 and the Glasgow 2014 Commonwealth Games to grow and establish a performance system in Scotland that provides the environment, infrastructure and specialist personnel for long-term Scottish success. Quality Facilities • Support and encourage improvements in the quality, sustainability, affordability and accessibility of Scotland’s sporting facilities. • Work with partners to identify and deliver facility priorities that will make the greatest impact on sport, from community to high performance sport. • Use our statutory planning role to protect and improve facility provision. • Promote and develop opportunities for the sustainable and responsible use of our natural resources for sport.
Our priorities | 11
Coaching and Volunteering • Work towards established, leading-edge communities of coaches, meeting the needs of player pathways. • Continue to develop a sustainable volunteer infrastructure for Scottish sport. • Recognise and value the contributions of coaches and volunteers.
Stronger Partners • Develop appropriate partnerships to support and promote participation and performance. • Bring together and coordinate the work of sporting partners, rationalising and simplifying the sporting landscape. • Ensure sustainability and strengthen the capacity of our partners to deliver sport at local, regional and national levels. A Stronger sportscotland • Provide clear direction, leadership and understanding of sportscotland’s contribution to: – Reaching Higher, the national strategy for sport – Scotland Performs, the Scottish Government’s national performance framework – the Scottish Government’s games legacy plan • Help to facilitate a coherent and systemic approach to the development of sport in Scotland. • Continue to develop a strong, supportive management culture and skilled staff. • Develop organisational processes to improve our efficiency, innovation and impact.
Our priorities | 12
Achieving our priorities School and Community Sport •
Continue to develop Active Schools and improve pathways between schools and community sport. • Build and support the capacity of Scotland’s network of sports clubs and support other community organisations to deliver quality sporting opportunities for everyone in our communities. Priority outcomes sought for Scottish sport • More children participating in sport. • More people participating in sport through sports clubs and community organisations. sportscotland priority outcomes for 2009 to 2011 • A strong, sustainable and supported network of well-trained, qualified Active Schools staff and volunteers in place. • Increased percentage of children progressing from school-based programmes to community clubs. • Increased proportion of hard-to-reach groups benefiting from Active Schools (including girls, disabled and inactive children). • Increased capacity in clubs and community sports organisations as a result of our investment and support. sportscotland activities for 2009 to 2011 • Provide strategic support and advocacy for the development of school and community sport at local, regional and national levels. • Invest in local authority Active Schools partnership agreements and annual action plans linked to local sport plans. • Provide appropriate training and support to the Active Schools Network to deliver priority outcomes. • Develop relationships with partners to maximise the impact of investment and support in clubs and community sport organisations and highlight good practice. • Support the development of the Scottish Government’s legacy proposals for the 2014 Commonwealth Games in order to develop local community sports hubs. • Provide direct investment and support to community clubs including Awards for All, Sportsmatch and the Help for Clubs website. Achieving our priorities | 13
Performance Development •
Support the planning and implementation of performance pathways for developing athletes and coaches, enabling people to achieve to the best of their abilities and, for those with the potential, provide a seamless pathway to high performance and future sporting success.
Priority outcomes sought for Scottish sport • More promising young Scottish athletes developed. sportscotland priority outcomes for 2009 to 2011 • Performance Strategy 2009 to 2016 in place with funding, staffing and support aligned to ensure a structure is in place to support sport-specific success. • More Scottish athletes supported through regional structures. sportscotland activities for 2009 to 2011 • Support Scottish Governing Bodies of sport in the planning, development, implementation and monitoring of pathways programmes at national, regional and local levels within their single plan for sport. • Establish and maintain sport-specific performance groups to develop, monitor and ensure delivery of a performance plan for each sport that provides a seamless pathway to high performance. • Deliver integrated investment against agreed components of Scottish Governing Body of sport plans including: – athlete development – competition and training programmes and services at national, regional and local levels – athlete support funding – investment in performance and staffing, including coaches. • Invest in regional infrastructure to support athletes and coaches identified by Scottish Governing Bodies of sport.
Achieving our priorities | 14
High Performance Sport •
Continue to support medal success on the world and Commonwealth stage by preparing athletes to perform with distinction at targeted events and in targeted sports outlined in our Performance Strategy for 2009 to 2016. • Use the opportunity presented by London 2012 and the Glasgow 2014 Commonwealth Games to grow and establish a performance system in Scotland that provides the environment, infrastructure and specialist personnel for long-term Scottish success. Priority outcomes sought for Scottish sport • Strong performances by Scottish athletes on the world stage. sportscotland priority outcomes for 2009 to 2011 • Performance Strategy 2009 to 2016 in place with funding, staffing and support aligned to identify and prepare athletes and sports to perform in targeted competitions. • Mission 2014 process fully operational and funding decisions made accordingly. • Identified sports have new talent pools involved in their programmes. • Key performance staff have tailored development packages to support performance targets.
Achieving our priorities | 15
sportscotland activities for 2009 to 2011 • Review performance of athletes and sports in Beijing Olympics and Paralympics cycle. • Develop a Performance Strategy for Scotland for 2009 to 2016. • Work with targeted UK Governing Bodies of sport and Scottish Governing Bodies of sport to identify support needs of targeted priorities and events. • Enhance specialist support for Vancouver 2010, Delhi 2010 and World Cup Rugby 2011. • Lead Glasgow 2014 mission, a programme which aims to develop performance plans for all 2014 Glasgow Commonwealth Games sports. • Work with UK Sport and UK Governing Bodies of sport to identify opportunities for Scotland in London 2012. • Agree a more targeted approach with partners to Paralympics and Scottish Disability Sport in 2010, 2012 and 2014. • Design and implement talent initiatives. • Establish the Performing People Initiative which aims to develop projects that support, grow and retain performance staff within the high performance system.
Quality Facilities •
Support and encourage improvements in the quality, sustainability, affordability and accessibility of Scotland’s sporting facilities. • Work with partners to identify and deliver facility priorities that will make the greatest impact on sport, from community to high performance sport. • Use our statutory planning role to protect and improve facility provision. • Promote and develop opportunities for the sustainable and responsible use of our natural resources for sport. Priority outcomes sought for Scottish sport • Scotland has a range of sports facilities, both built and natural, that support sporting pathways. • Communities across Scotland have access to quality and affordable facilities that provide opportunities to participate in a range of sports. sportscotland priority outcomes for 2009 to 2011 • Supported our partners to achieve comprehensive and prioritised facility plans. • Supported steps to realise the full potential of school and community facilities and natural resources for sport. • Investment has improved access to quality facilities for community and performance sport. • Playing fields and other sport facilities are protected. • Quality of national centre facilities has improved. sportscotland activities for 2009 to 2011 • Work proactively with partners to identify facility needs and priorities; support the development of facility plans which consider a full range of options to meet current and future demands, adopting best practice and addressing issues of accessibility, affordability and environmental sustainability. • Provide and promote innovative guidance on facility planning, design and management. • Invest in the refurbishment, replacement and development of sports facilities which meet strategic objectives and priorities. • Apply statutory planning powers to protect and improve sports facilities. • Promote responsible use of natural resources for sport in partnership with other agencies. • Develop, provide and maintain quality facilities at sportscotland national centres. Achieving our priorities | 16
Coaching and Volunteering •
Work towards established, leading-edge communities of coaches, meeting the needs of player pathways. • Continue to develop a sustainable volunteer infrastructure for Scottish sport. • Recognise and value the contributions of coaches and volunteers. Priority outcomes sought for Scottish sport • Sports participants at all levels have access to well-qualified coaches and are supported by a strong network of sports volunteers. sportscotland priority outcomes for 2009 to 2011 • Increased numbers of qualified coaches trained and in place throughout sporting pathways. • Coaching pathways developed. • Supported the recruitment, retention, training and recognition of volunteers in sport.
Achieving our priorities | 17
sportscotland activities for 2009 to 2011 • Progress the development and implementation of the UK Coaching Framework in Scotland. • This will include reviewing, refreshing and raising the profile of Coaching Scotland actions. • Work with Scottish Governing Bodies of sport to: – identify and address coaching needs – develop professional career paths in coaching, supporting, in particular, the implementation of workforce development plans. • Support the recruitment and training of coaches through: – implementation of UK Coaching Certificate – professional coach development through our national centres – developing the work of Coaching Network staff with our partners – the development and delivery of a Fundamentals coaching resource – establishing professional development programmes for performance coaches – working to address equality of opportunity in coaching and delivering targeted coaching programmes for women – introduction of new innovative practises for recruitment, deployment and development with partners. • Work with key partners to establish a Glasgow 2014 Commonwealth Games volunteering strategy to attract new volunteers and retain existing volunteers in sport. • Raise profile of volunteering in sport and support partners in strengthening and training the volunteer workforce. • Coordinate, support and develop a programme of coaching and volunteering awards.
Stronger Partners •
Develop appropriate partnerships to support and promote participation and performance. • Bring together and coordinate the work of sporting partners, rationalising and simplifying the sporting landscape. • Ensure sustainability and strengthen the capacity of our partners to deliver sport at local, regional and national levels. Priority outcomes sought for Scottish sport • Scotland has a world-class sport infrastructure. • Quality sporting opportunities for all are provided, sustained and coordinated by strong organisations. sportscotland priority outcomes for 2009 to 2011 • Local authorities have comprehensive local sport plans in place that contribute to local and national outcomes. • Improved the quality of sport linkages in Community Planning Partnerships’ Single Outcome Agreements. • Each Scottish Governing Body of sport has a comprehensive, deliverable single plan for their sport. • Scottish Governing Bodies of sport are well governed, ethical and equitable and have effective training in place for professional staff and volunteers. • sportscotland has a range of working partnerships which achieve shared contributions to Reaching Higher and Scotland Performs.
Achieving our priorities | 18
sportscotland activities for 2009 to 2011 • Create and develop strong partnerships with local authorities and community planning partners. • Influence and support the development of local sport plans. • Support Scottish Governing Bodies of sport in developing a single plan for their sport and invest against agreed objectives and targets in this plan and against agreed staffing infrastructure to deliver it. • Provide a range of support programmes to Scottish Governing Body of sport staff and volunteers. • Support Scottish Governing Bodies of sport in embedding ethics and by 2011 only invest in those that have: – signed up to National Governing Body anti-doping agreements – developed and implemented child protection plans – achieved at least the foundation level equity standard – been assessed as fit for purpose organisations at limited or reasonable levels. • Create, develop and strengthen partnerships across the health, environment, business and education sectors to maximise our contributions to Reaching Higher and Scotland Performs.
A Stronger sportscotland •
Provide clear direction, leadership and understanding of sportscotland’s contribution to: – Reaching Higher, the national strategy for sport. – Scotland Performs, the Scottish Government’s national performance framework. – the Scottish Government’s games legacy plan. • Help to facilitate a coherent and systemic approach to the development of sport in Scotland. • Continue to develop a strong, supportive management culture and skilled staff. • Develop organisational processes to improve our efficiency, innovation and impact. Priority outcomes sought for Scottish sport • Scottish sport benefits as a result of sportscotland being an exemplar national agency for sport. • We have maximised our individual and shared contributions across the Scottish Government’s national performance framework. sportscotland priority outcomes for 2009 to 2011 • Organisational change process completed, including the regional infrastructure. • Continuous improvement in our business processes and staff development. • Evidence base to inform policy and practice developed, disseminated and used. • Achieved recognised standards and efficiency savings. • sportscotland environmental impact reduced.
Achieving our priorities | 19
sportscotland activities for 2009 to 2011 • Embed organisational change process including finalising relocation, re-structure and development of regional infrastructure. • Establish and implement organisational development plan. • Implement efficiency measures throughout all processes and procedures. • Agree and implement appropriate structural changes in the light of the merger and the needs of strategic operational priorities. • Develop an Innovation and Research Programme to inform sportscotland sports development and high performance delivery and to support the work of our partners. • Put an environmental management system in place to reduce our impact on the environment. • Ensure equity in every aspect of our work by assessing our policies, programmes and services and continuing to develop and implement our Single Equality Scheme.
Our implementation framework
Scotland Performs Scottish Government’s purpose Strategic objectives National outcomes National indicators
Long-term
This plan is supported by our annual business plans which set out in further detail the activities required to achieve our priority outcomes and provide indicators of our outputs. Our business plans are subject to ongoing development and review. They drive the allocation of our resources.
Reaching Higher National outcomes: Increasing participation Improving performance
sportscotland Business Plan Outcomes: Measures of our progress towards the priority outcomes for 2009–2010
2009–2011
sportscotland Corporate Plan Priority outcomes for 2009–2011 in: School and Community Sport Performance Development High Performance Sport Coaching and Volunteering Quality Facilities Stronger Partners A Stronger sportscotland
Activities: Actions required to deliver on our priority outcomes
Our implementation framework | 20
sportscotland Inputs sportscotland staff and investment across priority areas – School and Community Sport Performance Development High Performance Sport Coaching and Volunteering Quality Facilities Stronger Partners A Stronger sportscotland
Resource allocations sportscotland will invest staff, time and funding toward achieving the outcomes of this plan. Our plan has been devised based on projections that sportscotland will invest £133.5 million over the next two years. This includes a projected £93.5 million of Scottish Government funding and around £40 million of National Lottery funding from National Lottery income and utilisation of reserves. Our investment plans are reviewed on an ongoing basis and will be influenced by our activities, the plans of our partners and on the applications for funding that we receive. We prioritise investment where we believe it will have the greatest impact on increasing participation and improving performance. We will strive to ensure our investment adds value to that of our partners and provides leverage for additional funding for sport. The following is an indicative summary of the breakdown of resources against each of our priorities for 2009 to 2010 along with a high level rationale for investment in each area. Schools and Community Sport – £15.5 million Many national and local agencies invest in sporting opportunities within our schools and communities. sportscotland investment in this area is geared to developing a sustainable sporting infrastructure of people and clubs, who in turn engage and enthuse people to get involved and stay involved in sport across all of Scotland’s communities. For example, our investment supports the Active Schools Network that provides enhanced opportunities for children to participate in sport in every area of Scotland. We have funding streams that are open to applications from clubs and community organisations across Scotland. We also provide focused investment to help identify and tackle specific issues. For example, our partnership investment with local authorities through the Community Regeneration scheme has been targeted at Scotland’s most deprived communities where participation in sport is low. Our investment decisions are considered on the basis of their potential to add value to the other resources invested in this area.
Resource allocations | 21
Performance Development – £8.2 million As the national agency for sport, sportscotland has the role of investing in the planning and implementation of pathways for developing athletes, allowing them to achieve their full potential. Our investment in this area is largely against the plans of Scottish Governing Bodies of sport. These plans deliver pathways for the sport, including appropriate athlete development, training and competition, supported by quality staff and coaches.
High Performance Sport – £7.3 million sportscotland is the main investor in performance sport in Scotland. With the London 2012 Olympic and Paralympic Games and the Glasgow 2014 Commonwealth Games on the horizon, our investment in achieving performance has never been more vital. Our investment will help deliver performances at these events and help realise legacy ambitions. Our investment in this area supports Scottish Governing Bodies of sport in developing performance in their sport, and enables our performance network, including the sportscotland institute of sport, to deliver high-quality services for Scottish athletes. Coaching and Volunteering – £2.1 million Coaches and volunteers are absolutely essential to engage and develop people in sport at all levels. sportscotland investment is geared towards capacity building. This includes the provision of quality training, and aiding partners to recruit, support, retain and recognise coaches and volunteers. Quality Facilities – £17 million Quality and accessible sporting facilities are essential for lifelong participation in sport. sportscotland investment in facilities is aimed at complementing that of local partners to improve the quality and accessibility of sports facilities across sports and across Scotland. Stronger Partners – £5 million We will work with and support a wide range of partners. Our financial investment is largely in the staff and development of Scottish Governing Bodies of sport reflecting their key role as identified in Reaching Higher. A Stronger sportscotland – £10.5 million sportscotland is committed to continually improving our efficiency, innovation and impact. We will provide high-quality expertise for our partners ranging from research and planning advice to technical guidance on facility design and sports medicine.
A detailed breakdown will be produced in our annual reports.
The Scottish Government has a key role in scrutinising our delivery and we work with them in accordance with our management statement and financial memorandum to support this process.
Resource allocations | 22
Governance
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