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Strategic Plan 2015 - 2018

Strategic Plan 2015 - 2018

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Strategic Plan 2015 - 2018

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  1. Strategic Plan 2015 - 2018

  2. Overview • About the SFCA • Vision and Mission • Constitutional Objectives and Strategic Goals • Approach • Strategic Framework • Pathways & Performance • People • Growth, Development & Programmes • Marketing/Promoting the sport • Facilities • Governance

  3. About The SFCA The SFCA is the youngest and smallest of the Angling SGBs, but it is also the fastest growing and in 2014 over 27% of its individual members were under the age of 16. Coarse fishing in Scotland first became organised as a sport in the 1960s. The roach fishing on the Forth & Clyde Canal was the best in Britain at that time and attracted anglers from Scotland and England alike. The Glasgow & West of Scotland Coarse Fishing Association was formed in October 1966 and the first recorded match organized by a Scottish club for Scottish coarse anglers was held on the canal at Bowling on November 20th 1966. The GWSCFA grew rapidly and in 1969 the first Scottish Open championships were held, which grew to 400 competitors in the early 1970s. Other clubs started to emerge and in 1975 the Scottish Federation for Coarse Angling was formed along with the creation of the first Scottish League. Competition fishing was the early catalyst for the SFCA, but soon a development committee was formed covering youth development and identifying appropriate waters for coarse fishing with a view to securing a national facility. Following formal recognition by the Scottish Sports Council as the national governing body for coarse angling in Scotland, the first Scottish International team was formed in 1979 and a team was entered into the World Freshwater Angling Championships for the first time in 1981. Organising competitive fishing remained a key objective for the SFCA but other activities took on a growing role through the 80s and 90s, including building relationships with government and other authorities and direct involvement in national fisheries policy initiatives. Despite all this activity the number of member clubs began to decline until only those interested in matches, the SCG and PAAS remained. The SFCA, like the NFA south of the border had taken its eye off grass roots development and with commercial fisheries now starting to appear less people were joining clubs. Sep 2007 saw sweeping changes to the Executive Committee under a new Chairman. A plan was developed to redress this decline by refocusing on coaching and development and beginning the process of modernising the SFCA to prepare it for the next decade. In the past seven years the SFCA has gone from an organisation run solely from a constitution, to a modern SGB with all of the policies/plans you would expect of a much larger, professionally run organisation. In 2014, along with the other two Angling SGBs, the SFCA underwent and passed an independent sportscotland ‘Fit for Purpose’ audit process

  4. Vision and Mission Vision To be recognised as a governing body delivering sustained growth and development, a safe and equitable environment and demonstrating quantifiable results for its members and the wider sport on all issues related to coarse angling Mission To provide effective Governance for the sport of coarse angling in Scotland, protect the future of our sport and the interests of our members, provide opportunity for all to access angling and pathways and support to achieve their goals within the sport.

  5. Constitutional Objectives • The SFCA is the Governing Body for the sport of coarse angling in Scotland. • It provides a central structure for all clubs, associations and individuals through: • Promotion of: • coarse angling in Scotland • the development and availability of suitable waters • equality of opportunity, and • the awareness of Child Protection issues • assisting member clubs in the development and implementation of their own policies • developing tuition and coaching initiatives • organizing competitive sport • facilitating a successful International team • appointing representatives to the appropriate committees and boards. • At all times the SFCA will act in the best interests of the sport, working with partners and stakeholders on all issues that affecting coarse angling in Scotland.

  6. Strategic Goals • The SFCA vision and mission will be delivered through the achievement of the following key objectives: • Provide a central structure of all clubs and associations and individuals interested in coarse angling. • Promote and encourage the sport of coarse angling in Scotland. • Promote Equality of opportunity, raise awareness of Child Protection issues and assist member clubs in the development and implementation of their own policies. • Encourage and assist member clubs in the development and implementation of tuition and coaching initiatives. • Promote the development and availability of suitable waters for the purpose of coarse angling generally, and for the benefit of member clubs, associations and individuals. • Organise competitive sport and develop and sustain successful international teams

  7. Strategic Goals – cont.. • The SFCA vision and mission will be delivered through the achievement of the following key objectives: • Act in, and represent, the best interests of all coarse anglers, partners and other coarse angling stakeholders on all issues affecting coarse angling in Scotland to include: • providing appointed representatives to the Angling Development Board of Scotland (ADBoS) and its sub-committees, • providing representation at all Scottish Government Steering/Working Groups which have an impact on coarse angling interests in Scotland, • providing a liaison with other stakeholders such as RAFTS, Scottish Canals, the Waterways Trust, Visit Scotland, Fish Scotland, SQA and GHoF. • Ensure that an effective internal governance structure is in place and strive for continuous improvement and modernization to meet the needs of Coarse Angling as a modern sport.

  8. Approach • The SFCA vision and its Strategic Goals are extremely ambitious, especially for a small and totally volunteer run SGB. In the past few years the SGB has developed beyond all recognition into a modern, forward thinking SGB. Much of this has however been achieved through the enthusiasm and commitment of a small number of motivated volunteers. If we are to keep the sport moving forward we accept that we will must not only continue to look for ways to improve, but also reflect and review current procedures and practices in order to succeed. • For coarse angling to continue to grow and thrive in Scotland we will: • Continue to focus on a customer centered approach • Focus on youth as the future • Focus on women (particularly competitive opportunities) • Work with partners and stakeholders to improve access for disabled anglers • Promote all opportunities within coarse angling (Specimen carp and pike, spinning, street fishing etc) as well as general match fishing • Look for opportunities to access and promote more waters • Maximise and support opportunities on a national basis, not just the central belt and south west. • Support talented anglers • Grow, develop and support our coaches • Continue to set challenging targets and monitor progress towards them

  9. Strategic Framework To achieve the strategic goal set out in the plan over the next 4 years we have defined a framework that maps and tracks our short to medium term targets to our strategic goals and our overarching Objectives and Vision. The pillars below define activities to deliver this and provide a foundation upon which our Annual Business Plans are developed. • Pathways & Performance • Participant pathway • Talent identification • Performance coach development • Competition structure • Performance pathway. • People • Effective Executive committee • Qualified & Licensed UKCC Coaches • Trained Tutors, Assessors & Ivs • Match Organisers • Support for Clubs and officials • Growth, Development & Programmes • Access Points • Strong club structure • Effectively deployed coaching workforce • Club Angling Grass Roots Programme • National Progression Award in High Schools • Coaching equipment to support delivery • Effective data capture and management • Marketing & Promotion • Strong brand • Effective web presence • Strong social media presence • Local and national media coverage • Actively promote our achievements and those of clubs and members • Challenge partners to support vision • Identify and exploit sponsorship opportunities. • Facilities • Identify suitable facilities and protect and promote rights of access • Promote development of sustainable, bio secure coarse fisheries • Promote fishing on the Lowlands Canals • Support corporate members • Governance • Effective, fit for purpose Policies that meet the needs of the sport • Engagement with key stakeholders • Consultation with members • Use sportscotland audit report as a baseline for improvement.

  10. Pathways & Performance Pathways To effectively grow the sport in a sustainable way, and to deliver results on the International stage, we need clearly defined and properly resourced pathways for both our participants and our coaching workforce to take them from grass roots through to international representation. • Having established effective participant and coaching pathways • Ensuring that; • pathway is explained to newcomers to the sport • Pathway is well understood by participants and coaches at all levels • pathway remains relevant, current and achievable • the performance criteria/standards are establish/set and publicised • pathways continues to provide opportunity for all to achieve their aims within the sport • Pathway Is underpinned by a structured competition and selection process • those who do not aspire to fish at international level are supported to continue to develop within the sport. By 2018 we are committed to… By 2018 we are committed to…

  11. Pathways & Performance Pathways Cont …. To effectively grow the sport in a sustainable way, and to deliver results on the International stage, we need clearly defined and properly resourced pathways for both our participants and our coaching workforce to take them from grass roots through to international representation. • Ensuring that pathway development/establishment is a priority in Annual Business Plans and is adequately resourced • Publicising and promoting the SFCA participant pathway, particularly through the schools program to show progression route from entry into the sport through to International performance. • Ensuring coaches by into the pathways concept and are equipped with the knowledge and resources to promote and deliver it. • Designing and implementing monitoring and feedback mechanisms to engage with participants and coaches and ensure that pathways are fit for purpose, remain relevant and achievable and meet the needs of the sport and all of its participants • Ensuring the competitions structure is effectively resourced and encourages and maximise opportunity for participants to enter competitions and progress within the sport. We will achieve this by…

  12. Pathways & Performance Senior International Team Performance To build on the success of the past 10 years and ensure that Team Scotland maintains or improves on its top 12 World rankingwe need to build on the pathways work to increase the pool from which international teams are selected, both identify and develop talent and ensure that teams are resourced so that financial status is not a barrier to representation. • Gaining at least one team or individual medal at the World Championship during the period covered by this plan. • Retaining the Celtic Cup at home and come no lower than second when travelling away to Wales or Ireland. • Continuing to participate in the Sensas Challenge matches in both UK and France, and use these competitions to blood new anglers in international competition and grow and develop the International Squad. • Capping at least 1 new angler at full international level each year • Identifying and training at least 4 Internationalists/ex-Internationalist as UKCC L1 coaches to support future technical performance development By 2018 we are committed to…

  13. Pathways & Performance Senior International Team Performance To build on the success of the past 10 years and ensure that Team Scotland maintains or improves on its top 12 World rankingwe need to build on the pathways work to increase the pool from which international teams are selected, both identify and develop talent and ensure that teams are resourced so that financial status is not a barrier to representation. • Working to identify potential sponsors and working with squad members to run fundraising activities to ensure that financial ability to pay is not a barrier to selection and that the best team is selected to represent Scotland, not the one that can afford to go. • Using existing Internationalist to support our performance coaching pathway and also to improve the technical and competition knowledge of our coaching workforce.. • Ensuring that our competition structure provides opportunities for the identification of talent. • Ensuring that our performance pathway provides for the support and development of talent. • Fielding representative teams in a range of events to provide opportunity to expose new caps to International Competition • Actively encourage current Senior and Youth Internationalists to become trained as UKCC coaches to provide the performance coaching pool for the future. We will achieve this by…

  14. Pathways & Performance Senior International Team Performance - Costs Responsibility International Team Manager/Coach Estimated costs £18.5k per annum These costs are to cover the various expenses required to participate at the highest level, both in the competitions themselves, and squad selection and practice. They include competition fees, bait, travel, accommodation etc. With no performance funding available from sportscotland these costs are met through a combination of fundraising, sponsorship and personal contributions by the anglers themselves. The SFCA is committed to ensuring that international selection continues to be based on ability within the sport and not on ability to pay. Annual costs average: • Senior World Angling Championships £11k (Individual contribution approx. £1,000) • Senior Celtic Cup £3 - 4k (Individual contribution approx. £500) • Sensas Challenge (UK) £2k (Individual contribution approx. £300) • Sensas Challenge (France) £2.5k (Individual contribution approx. £350) Cont over..

  15. Pathways & Performance Junior International Team Performance • To maintain the excellent performance achieved by the Junior Scotland Team in recent years and build on their very strong performance in their first ever World Youth Championships in 2014, we must ensure that we provide a national structure of Junior competitions and pathways that provide opportunity for all and ensure that the performance pathways and teams are adequately supported both financially and with appropriately trained staff. • Retain the Celtic Cup at home and coming no lower than second when travelling away to Wales or Ireland. • Continuing to provide the opportunity for the Junior Team to participate in either a World or European Championship each year. • Capping at least 1 new angler at full junior international level each year By 2018 we are committed to…

  16. Pathways & Performance Junior International Team Performance To maintain the excellent performance achieved by the Junior Scotland Team in recent years and build on their very strong performance in their first ever World Youth Championships in 2014, we must ensure that we provide a national structure of Junior competitions and pathways that provide opportunity for all and ensure that the performance pathways and teams are adequately supported both financially and with appropriately trained staff. Working to identify potential sponsors and working with squad members to run fundraising activities to ensure that financial ability to pay is not a barrier to selection and that the best team is selected to represent Scotland, not the one that can afford to go. Ensuring that we provide a national structure of competitions to provide opportunity for young anglers to participate in competitive angling and a mechanism for the identification and nurturing of future talent. Continue to subsidise the cost of junior competitions through provision of free entry to U18s Ensuring that our performance pathway provides for the support and development of talentand use existing Senior Internationalist to support our performance coaches Fielding representative teams in a range of events to provide opportunity to expose new caps to International Competition We will achieve this by…

  17. Pathways & Performance Junior International Team Performance - 1 Responsibility International Manager/Coach Estimated costs £ 11k per annum These costs are to cover the various expenses required to allow the Junior International squad to participate at the highest level, both in the competitions themselves and to organise squad selection and practice. Costs include competition fees, bait, travel, accommodation, chaperones etc. Having fielded a youth team in the World U23 Angling Championship in Holland for the first time ever in 2014, we have now set the level to which young anglers aspire. We must now ensure that this expectation is met by securing a long terms sponsorship arrangement to cover the high levels of cost involved. • World Junior Angling Championships £ 9k • Celtic Cup £ 2 – 3k

  18. Pathways & Performance Other International Teams • As a modern progressive sport we must work to ensure that all groups within angling get the opportunity to progress along a performance pathway and ultimate to represent Scotland on the International stage. To achieve this we need to not only attract, develop and retain more women and older people in the sport but ensure that our performance pathways and competition structures are tailored to identify and develop talent. • Having clear achievable performance pathway for Ladies and Veterans angling. • Having appointed UKCC L2 coaches to work specifically with Ladies and Veterans. • Providing ongoing opportunities for Ladies and Veterans to develop technical skills required to compete at the highest level. • Establishing a Ladies and a Veterans International squad • Providing the opportunity for these teams to represent Scotland in an International competition at either Home Nations or European level. By 2018 we are committed to…

  19. Pathways & Performance Other International Teams As a modern progressive sport we must work to ensure that all groups within angling get the opportunity to progress along a performance pathway and ultimate to represent Scotland on the International stage. To achieve this we need to not only attract, develop and retain more women and older people in the sport but ensure that our performance pathways and competition structures are tailored to identify and develop talent. Developing and implementing performance pathways and a competition structure specifically to develop Ladies and Veterans angling. Have identified, trained and appointed suitable UKCC L2 coaches to work specifically with Ladies and Veterans and making best use of the performance coach development opportunities through sportscotland and the RSPs Providing a minimum of two technical skills coaching sessions for Ladies and two for Veterans supported by current Internationalists and subject matter experts annually. Identifying existing and new talent and developing anglers to represent Scotland. Working to identify potential sponsors and working with squad members to run fundraising activities to ensure that financial ability to pay is not a barrier to selection and that the best team is selected to represent Scotland, not the one that can afford to go. We will achieve this by…

  20. Pathways & Performance Other International Teams • Targets • Ladies • Responsibility International Team Manager/Coach • To run technical coaching and development sessions for female anglers in order to further develop and maintain a competitive International Ladies team. • Provide the opportunity for a Ladies Team to participate at International level, possible at a Home International in 2015.

  21. Pathways & Performance Sponsorship In order to support our performance pathway and International Teams and ensure that selection to represent Scotland is based on the ability to pay, we must work towards securing sustainable financial support to offset the high costs of representation. • Securing commercial sponsorship to support our International Teams. This may be financial, clothing and/or equipment (including bait and other benefits in kind). • Ensuring that the SFCA Marketing Plan: • makes best use of International Team success • effectively promotes the various International Teams to potential sponsors. • ensures that all Internationalists are actively involved in all marketing and fundraising activities. • Raising £2,500 per year to support the senior teams and £1,000 to support the junior team in addition to any sponsorship deal. By 2018 we are committed to…

  22. Pathways & Performance Sponsorship In order to support our performance pathway and International Teams and ensure that selection to represent Scotland is based on the ability to pay, we must work towards securing sustainable financial support to offset the high costs of representation. • Securing commercial sponsorship to support our International Teams. This may be financial, clothing and or equipment (including bait and other benefits in kind). • Ensuring that the SFCA Marketing Plan: • makes best use of International Team success • effectively promotes the various International Teams to potential sponsors. • ensures that all Internationalists are actively involved in all marketing and fundraising activities. • Raising £2,500 per year to support the senior teams and £1,000 to support the junior team in addition to any sponsorship deal. We will achieve this by…

  23. People To grow our sport we need to increase the number of positive, proactive people; staff, coaches and volunteers and ensure that they are appropriately trained and supported. Additionally we need to ensure that our members, across all spectrums of the sport and at all levels are provided with a safe and supportive environment and have opportunity to develop and achieve their goals within angling. Equity • Ensuring that Equity remains a core element in everything that the SFCA does and that its commitment is clearly demonstrated and widely publicised. • Achieving the Preliminary Level of the Equity Standard during the period of this plan. • Providing support to clubs and corporate members on Equity issues. • Working to ensure that the SFCA is representative of the sport and the wider Scottish population, taking positive action where necessary to address under represented groups in membership, volunteer and coaching workforce and committees. By 2018 we are committed to…

  24. People To grow our sport we need to increase the number of positive, proactive people; staff, coaches and volunteers and ensure that they are appropriately trained and supported. Additionally we need to ensure that our members, across all spectrums of the sport and at all levels are provided with a safe and supportive environment and have opportunity to develop and achieve their goals within angling. Committee & Volunteers • Ensuring that all Key Executive Committee posts are filled and that the whole Executive Committee is manned to 90%. • Working towards securing funding for a full time CEO post to drive operational output. • Improving working practices, improving efficiency and minimising travel costs incurred by volunteers. • Ensuring that all volunteers are appropriately Disclosure Checked and are members of the PVG scheme. • Ensure that induction training is completed by all new Committee members and Volunteers and ensure that on the job training and support is available. • Take steps to ensure that Committee & Volunteers reflects the diversity of the overall membership. By 2018 we are committed to…

  25. People To grow our sport we need to increase the number of positive, proactive people; staff, coaches and volunteers and ensure that they are appropriately trained and supported. Additionally we need to ensure that our members, across all spectrums of the sport and at all levels are provided with a safe and supportive environment and have opportunity to develop and achieve their goals within angling. Coaches • Increasing coaching workforce by 50% by 2018. Specifically: • Ensuring that all coaches complete core CPD Training in order to remain up to date with current practices in First Aid, Child Protection, Equity and modern coaching methods. • Ensuring the continued Technical development of the coaching workforce • Ensuring that we have sufficient Tutors, Assessors and Internal Verifiers to train the coaching workforce and deliver our programme • Ensuring that all practising coaches are licensed through ADBoS. By 2018 we are committed to…

  26. People To grow our sport we need to increase the number of positive, proactive people; staff, coaches and volunteers and ensure that they are appropriately trained and supported. Additionally we need to ensure that our members, across all spectrums of the sport and at all levels are provided with a safe and supportive environment and have opportunity to develop and achieve their goals within angling. Equity • Ensuring that all Executive Committee, volunteers and coaches complete ‘A Club for All’ training and sign up to the SFCA Equality and Diversity policy. • Working with clubs and corporate members to ensure they understand the requirements for Equity within sport and provide support to assist them with Equity Issues. • Ensuring that the SFCA Equity Officer receives and training and support required to carry out the role effectively. • Working to remove barriers to participation; real or perceived • Taking positive action to address under represented groups in membership, volunteer and coaching workforce and committees by running targeted coaching and taster sessions, identifying and encouraging specific indivdiuals or groups to become trained as coaches or take up posts on the Executive Committee We will achieve this by…

  27. People To grow our sport we need to increase the number of positive, proactive people; staff, coaches and volunteers and ensure that they are appropriately trained and supported. Additionally we need to ensure that our members, across all spectrums of the sport and at all levels are provided with a safe and supportive environment and have opportunity to develop and achieve their goals within angling. Committee & Volunteers • Advertising opportunities to volunteer on both the website and Facebook, and adapt working practices to make it easier for individuals to get involved. • Working with sportscotand and the other Anging SGBs to modernise the sport and its Governance. • Utilising the new website and modern technology to improve on line collaborative working practices. • Ensuring that induction training is completed by all new Committee members and Volunteers and ensure that on the job training and support is available. • Promote opportunities for volunteering and Committee posts to all, using positive action if necessary to ensure that the SGB workforce reflects the diversity of the overall membership. We will achieve this by…

  28. People To grow our sport we need to increase the number of positive, proactive people; staff, coaches and volunteers and ensure that they are appropriately trained and supported. Additionally we need to ensure that our members, across all spectrums of the sport and at all levels are provided with a safe and supportive environment and have opportunity to develop and achieve their goals within angling. Coaches • Running at least one UKCC Level 1 Course per year (combined with the other SGBs if necessary) with a view to training a minimum of 30 L1 coaches during the period of this plan. • Running at least three UKCC Level 2 Courses during the period of this plan (combined with the other SGBs if necessary) with a view to training a minimum of 15 new L2 coaches. • Ensuring that we deliver a minimum of two opportunities for our coaches, staff and volunteers to complete First Aid, Child Protection, Equity training. Publish other opportunities for coaches to complete CPD and improve their coaching practice. • Running at least two technical development session per year supported but current Internationalists. • Identifying suitable individuals and encouraging them to become trained as Tutors/Assessesors. • Raise awareness of and encourage all coaches to become licensed through ADBoS. We will achieve this by…

  29. Growth, Development & Programmes Membership It is estimated that there are in excess of 12,000 active coarse anglers in Scotland today, many of them under the age of 16 or of retirement age and participating on a recreational basis only. As a SGB we need to continue to evolve in order to attract and support a higher percentage of these anglers into the competitive side of the sport and to demonstrate the value of SFCA membership and a strong SGB in protecting the future of their sport. There are three strands to membership of the sport of coarse angling in Scotland: Individual Membership – We must continue to promote individual membership of the SGB in order to better protect the future of our sport and represent the interests of all coarse anglers in Scotland. Club Membership – We must ensure that there are well organised, safe and accessible clubs for anglers to join, and, where there aren’t, support groups and individuals to create new ones. Corporate Membership – We need to increase the number of corporate members to assist generating support for the delivery of our programmes

  30. Growth, Development & Programmes By 2018 we are committed to… Individual Membership • Growing individual membership by 5% year on year from a basis of 750 individual members in 2014 (Note1) (Focus to remain on juniors and newcomers to the sport). • Increasing membership by individuals from currently under-represented groups such as women and BME Individuals by 100% over the period of this plan. Note: • Individual membership was only introduced into the SFCA in 2009. While the initial five years have seen rapid growth, 10% year on year for the life of this Plan undoubtedly represents a challenging target especially with limited financial resources and no staff to deliver it. Club Membership • Increasing the number of clubs by 15% per year over the period of this plan with a target of 16 member clubs by 2018 from a baseline of 10 paid up member clubs in 2014 • Develop and implement a ‘Club Mark’ scheme for Scottish Angling by 2018. Corporate • From a baseline of just 1, increasing the number of Corporate Members by 300% over the period of this plan.

  31. Growth, Development & Programmes We will achieve this by… • Delivering a minimum of 10 Club Angling Programs per year. • Working to ensure that the delivery of Club Angling Programs is spread across Scotland and is not solely centred in the Central Belt and South West (may require positive action to qualify coaches in other areas as a priority) • Working with the other two SGBs through ADBoS to deliver the NPA in Angling in High Schools across Scotland. • Continuing to support other schemes and programs to provide the opportunity for children and adults to access coarse angling in Scotland. • Continuing to work to ensure that coarse angling in Scotland is truly accessible, inclusive and supportive by working with special needs and disability groups and schools as well as engaging with women’s and BME communities and clubs. • Building on the success of the Scotland Squad Open Days/demonstrations run over the past two years. Supporting the events with licensed coaches to allow youngsters attracted to the sport the opportunity to be coached by members of the Scotland squad. Aim for this to be delivered in the school summer holidays each year making use of all SFCA marketing/media equipment/materiel. • Working to improve and promote membership benefits for our clubs, corporate members and potential sponsors.

  32. Growth, Development & Programmes Partnerships We cannot hope to achieve our aim of growing the sport in isolation. Success is predicated on building on existing partnerships and developing new relationships to form the pillars on which underpin and sustain our programme delivery. We will: • Continue to maintain and develop partnerships, both formal and informal, with stakeholders within SG, the fisheries, sporting, social and environmental sectors as well as those whose who could impact or have influence on coarse angling in Scotland. Particularly; Marine Scotland, FRS, SEPA, SNH, ADBoS, SANA and SFSA, PAA (Scotland), SRUC, Scottish Canals, Get Hooked on Fishing (GHOF) and Visit Scotland. • Form partnerships with all Community Sports Hubs in areas with access to coarse fishing with the aim of making them delivery centres for the Club Angling Program. • Aim to be working with every Community Sport Hub where there is access to coarse angling locally by 2018

  33. Marketing/Promoting the Sport We need to better promote all aspects of our sport including opportunity, facilities, people, programmes as well as the success of our national teams in order to encourage more people to take up coarse angling. • Ensuring that all initiatives aimed at increasing participation are well publicised and that coarse angling in Scotland is recognised as an open, inclusive, accessible and growing sport. • Improving our ability to engage with both existing anglers and wider public to promote the benefits and opportunities that exist within coarse angling in Scotland. • Maximising opportunities to engage directly with the public through the schools and Club Angling programmes, and at shows and open events to ensure we interact with section of the community that do not use social media. • Ensuring that sufficient resources are committed to develop both direct and indirect marketing media. • Ensuring that we effective communicate our successes as well as the challenges ahead. By 2018 we are committed to…

  34. Marketing/Promoting the Sport We will achieve this by… We need to better promote all aspects of our sport including opportunity, facilities, people, programmes as well as the success of our national teams in order to encourage more people to take up coarse angling. • Continuing to promote the spot using innovative programmes and resources to showcase angling as an accessible, fun and affordable family sport and a great way to get youngsters out and engaged with the environment. • Making better uses of www.sfca.co.uk the Federation’s official website ensuring that: • It has a vibrant and relevant news section • All matches and events are published well in advance with reminders on Facebook 1 month and 1 week prior. • All results are published within 3 days of the event. • All content and images are regularly reviewed and replaced in order to maintain a fresh appearance. • The ‘Get Started’ section of the website is developed to included beginners guides for all aspects of coarse fishing. • Expanding the reach and influence of the SFCA by investing time and resources to increase use of social media channels (Facebook, Twitter and YouTube) to engage directly with the angling and wider Scottish public. Cont over….

  35. Marketing/Promoting the Sport We will achieve this by… We need to better promote all aspects of our sport including opportunity, facilities, people, programmes as well as the success of our national teams in order to encourage more people to take up coarse angling. • Continuing to maintain positive, proactive engagement with the media both locally and nationally. • Continuing to develop and expand FishCoarse, the web based portal linked to Visit Scotland. The aim of this is threefold: to attract and inform visiting anglers; to enhance the information available for home based coarse anglers; and to promote the sport positively to prospective coarse angling participants. • Publicising Scottish Coarse angling by staffing a stand and providing taster sessions at SIAF, GAC Open Days and all major Canal events throughout the spring, summer and autumn school holidays • Continuing to raise the profile of coarse angling in Scotland by running events, demonstrations, activity days etc to allow the Scottish public to engage with angling and see the benefits it can provide. The target is for the SFCA to run at least one event at each major commercial fishery per year. • Participating in and provide a key-note speaker to the ADBoS Annual Conference. • Ensuring that maximum use is made of all SFCA Marketing equipment and media, such as Marquees, banners, leaflets etc, at every event the SFCA organises or participate in.

  36. Facilities By 2018 we are committed to… To support the growth of our sport we need to ensure that there are sufficient quality places to go coarse fishing – both commercial and natural – and ensure that capacity keeps pace with increasing demand • Encouraging and supporting fishery, riparian owners to provide opportunity and access for coarse angling on their waters. • Working with Scottish Canals to improve and promote the Lowland Canals network as a high quality, affordable and accessible fishery. Focussing on maintaining, protecting and improving fish stocks, facilities, access (including disability) and parking for anglers. • Providing support to the new Angling Ranger Coordinator to get established and work with Marine Scotland and Scottish Canals to develop a sustainable funding stream to support the post for the next 5 years. • Supporting Corporate members to develop, improve and protect their fisheries and grow their businesses.

  37. Facilities We will achieve this by… To support the growth of our sport we need to ensure that there are sufficient quality places to go coarse fishing – both commercial and natural – and ensure that capacity keeps pace with increasing demand • Continuing to work with SG, Marine Scotland, SEPA and SNH to ensure the development of sustainable, bio-secure and environmentally responsible coarse fisheries. • Taking action to protect the right of access to fishing for its members across Scotland. • Promoting the Lowland Canal network as the SFCA’s own venue and work with Scottish Canals and the Waterways Trust to maintain, protect and improve fish stocks, facilities, access (including disability) and parking for anglers. • Establishing and maintaining a network of volunteer angling rangers for the canal network to support the new Angling Ranger Coordinator post. • Continuing to work with SG, Marine Scotland and Scottish Canals to develop a sustainable funding stream to support the Canalside Ranger post for the next 5 years. • Creating and implementing a scheme along the lines of ‘Club Mark’ to for fisheries.

  38. Governance Policy & Liaison The SFCA is committed to the ongoing process of: • Ensuring that all SFCA Policies and Procedures are reviewed annually in accordance with the Corporate Governance & Risk Management Policy, that they remain fit for purpose and are widely published. • Continuing to represent the interests and aspirations of Scottish coarse angling in liaison with Scottish Government, ADBoS, statutory bodies and organisations representing other fisheries management and angling interests. This is achieved through participation in the Strategic Framework for Scottish Freshwater Fisheries Forum and its Steering Group, as well as the Angling Development Board of Scotland and liaison with Visit Scotland to promote coarse angling tourism.

  39. Governance Assurance The SFCA is committed to the ongoing process of: • Ensuring that the high standards achieved in 2014 during the external sportscotland audit are maintained and that the SFCA remains fit for purpose at all times. • Reviewing the implications/viability of incorporation on an annual basis with a view to becoming an incorporated body by 2018. • Regularly reviewing internal processes and controls to protect the assets, interests and reputation of the sport and its members.

  40. The SFCA Executive Committee The SFCA committee is 100% voluntary and is made up of the following posts • Chairman – Gus Brindle • Vice Chairman – Saul Gardiner • Secretary – Robert Watson • Treasurer – Ronnie Armstrong • Policy & Liaison Officer - Ron Woods • Coaching Officer – John Rae • Development Officer – Martin McLaren • International Team Manager - Chris Paton • Junior International Team Manager – Allan Pellow • Equity Officer – Heather Lauriston • Child Protection Officer – Allan Pellow • Match Secretary/Assistant – Brian Docherty • Fish Recorder – Fraser Simpson