C O N T E N T S P A G E 3The Strategic Plan 4 The Strategic Pyramid 6Planning to Win 10 The Scottish FA Scoreboard 18Funding the Strategy 22 Issues and Implications 26T h e S c o t t i s h F A l e a d s t h en a t i o n a l g a m e w i t h i n t e g r i t y a n di n n o v a t i o n t o b r e e d a c u l t u r e o fp e r f o r m a n c e , u n i t y a n d t r u s t .
Strategic PlanP A G E 4 S T R A T E G I C P L A NThe Scottish FA is trustedto lead the country’snational sport with integrityand innovation, fosteringa culture of performance,unity and trust.JANUARY 12, 2011. It is a date that should be remem-bered as the day the Scottish FA took its ﬁrst stepstowards the most radical overhaul in its 138-year history.Traditions and heritage are the foundations of ournational game. Yet they can also be a barrier to progress.Football is now a multi-billion pound global industry andwe have to acknowledge the changing landscape. TheReview of Scottish Football published by Henry McLeish,the former First Minister, presented the Association witha number of challenges and home truths. One-hundredand three, to be precise.Cognicent of the ever-evolving football landscape, theMcLeish Review provided the Scottish FA with an idealplatform on which to buildand launch a new vision andcomplementary values andgoals.Vision in football can oftenbe prescribed as myopic orcloaked in self-interest. It iswhy the two-day meeting held in the Bellshill Hilton atthe turn of the year should prove to be one of the mostsigniﬁcant in the Scottish FA’s historical timeline.The 11-strong Board of Directors and the Association’sCorporate Management Team were invited to confront abrutal and sobering reality by Alistair Gray, MD of theworld-leading sports consultants, Renaissance and Co.The reality was of a hard-working and diligentgoverning body whose responsibility as custodians of thegame had become devalued by:a lack of core purposea lack of clarity in its operationsa failure to engage efﬁciently and effectively with itsstakeholders in the 21st CenturyThis was not the considered opinion of the externalexpert but – far more powerfully – the conclusionsdeveloped and agreed by the executive and seniormanagement of the Scottish FA.Over the course of the next two days, a period ofintrospection, strategic analysis and frank exchangeculminated in a seismic outcome: change was not onlyessential, but radical and urgent.The subsequent hours, weeks and months hasculminated in the most wide-ranging Strategic Plan inthe Scottish FA’s history; the results of which arecontained within this publication.A strategic plan is nothing without willingness,leadership and a collective commitment and determina-tion to see the plan through to its conclusion. As a pointof reference, From Good to Great, written by Jim Collins,proved an invaluable tome in outlining the possibilitiesfor modern, strategic and driven blue-chip company.Scottish football’s governing body should be no differentin its objectives.
S T R A T E G I C P L A N P A G E 5Its principles were incorporated into the strategymeetings and, thus, the framework for the strategic reviewwas established. An organisation that, over decades, hadcontinued to operate in – admittedly diligent – silosrequired to work together in the pursuit of shared strategicgoals and objectives. The most uplifting analogy offeredwas the NASA cleaner who, when asked to deﬁne his role,explained: ‘I am here to help send a man to the moon’. Itprompted the obvious question: what purpose does theScottish FA and its constituent parts serve? To help enablethe national team to reach the World Cup.There are, of course, plenty other objectives andresponsibilities but with the Strategic Plan, these will beundertaken within a co-ordinated, transparent andaccountable approach. This process enabled us to outlineour new values; not merely words to ﬂatter but ratherinspire staff and to inspire the full range of stakeholders:supporters, clubs, league bodies, commercial partners andthe media.The accompanying pyramid provides an at-a-glanceview of the organisational structure and commitments ofthe Scottish FA, with staff, senior and executive manage-ment all part of fulﬁlling the many inputs and outputs,either as enabling or supporting players.The plan encompasses qualiﬁcation for World Cups andEuropean Championships to growing Scotland’s nationalgame and maximising and measuring customer service andsatisfaction. A set of ambitious, indeed audacious, goalswere determined across the spectrum of our jurisdiction;ambitions that can only be achieved through professional-ism, dedication, and collective buy-in.The principles apply to our national team manager asthey do to our newest and most junior staff member. Ihope that the contents of this brochure give you a clearand concise picture of the new, vibrant and respectedScottish FA we have set-out to create. I have been hugelyencouraged by the commitment demonstrated thus far totake the ﬁndings of the McLeish Review and formulatethem into a strategic document that will steer the future ofScottish football. For that opportunity I am indebted toHenry for his exhaustive efforts and for Alistair’s invaluableinput to bring a clarity of focus to our ideas.Above all I give enormous credit to our outgoingPresident, George Peat, for having the courage andwerewithal to sanction a completely independent review ofthe governance and structures of the Scottish FA and, forthat matter, a review of the entire fabric of the game inthis country.I look forward to the next phase of this challengingprocess – implementation – and am committed to ensuringthe Scottish FA meets the highest standards it has set itselfduring this invigorating process. The beneﬁts will beapparent to the whole of the game and it is incumbent onthe Scottish FA to ensure, as per our new mission state-ment, that we are respected and trusted to lead.C h i e f E x e c u t i v e , S c o t t i s h F AStewart Regan
The Strategic PyramidP A G E 6 T H E S T R A T E G I C P Y R A M I DT h e S t r a t e g i c P y r a m i di s t h e c o r n e r s t o n e o f o u r v i s i o n ,o u r v a l u e s a n d o u r g o a l s .The strategic pyramid is the plan’s ﬁrst-born. It provided a framework ofunderstanding for future discussions and remains the visual reference of allthat we do and all that we strive to do.At its core, the pyramid sets out the Scottish FA strategic aims: winning,growing, funding, leading and supporting the game at all levels. These ﬁvepillars will help measure our impact on Scottish football in the ﬁelds ofperformance, participation and commercial and brand focus (the outputs);governance and regulation and shared services (the inputs).All staff, whether full time or part time, on-site or in the regions, will playa part in at least one of these pillars. Some will be enablers, through thegovernance of the game or shared services, and others will be deliverers ofthe performance, participation and commercial and brand sectors. All areessential in satisfying the needs of all our stakeholders – supporters, clubs,players, coaches, referees and partners – and all are essential in stimulatingthe most positive and prosperous external environment.MANAGINGSTA
OUTPUTSINPUTST H E S T R A T E G I C P Y R A M I D P A G E 7E X T E R N A L E N V I R O N ME NTKEHOLDE R SI M P A C TONTHEGAME
Our ValuesI f y o u a l w a y s d ow h a t y o u v e a l w a y s d o n e , y o u l l a l w a y sg e t w h a t y o u v e a l w a y s g o t .P A G E 8 O U R V A L U E SH e n r y F o r dTrustThe Scottish FA takes its values seriously. Without values, the vision will beblurred and the goals unfulfilled. Values are more than a set of words: theyrepresent a mirror for the organisation as a whole, its staff members andvolunteers to ensure the highest standards of professionalism are achievedand maintained. The Scottish FA’s values should be reflected in all that we do,both internally and externally.We are open, honest and trusted to do the right thing, in amanner that reflects the highest standards of integrityWe are dynamic, enthusiastic and proactive in deliveringthe highest standards of performanceWe act in a business-like, responsive and correct mannerWe involve, engage and listen, treating everyone in aconsiderate and dignified mannerWe work together as a team, behaving in an equitable andinclusive mannerWe are excited and enthused by all that we doWe are driven and committed to excel in all aspects ofquality and servicePositivityProfessionalismRespectfulUniﬁedPassionateAmbitious. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Planning to WinP A G E 1 0 P L A N N I N G T O W I N
P L A N N I N G T O W I N P A G E 1 1When plotting the Scottish FA’s strategic plan, one of Collins’ quotes became a mantra: Goodis the enemy of Great. A lot of the work the Scottish FA undertakes is good, despite theanachronistic media image of the organisation. Some of it is great, a fact regularlyacknowledged by no less august associations as UEFA and FIFA. A consistency of greatness isthe challenge, and in order to be great, you have to think great.In establishing new goals, it was important to reach for the sky: it was, after all, agreedearly in the discussions that change had to be radical and not just rearranging the furniture.An audacious plan required some audacious goals to get it under way, and this section willattempt to explain the concept behind these new goals and the measurement systems that willkeep delivery on schedule.The goal areas touched all aspects of the game and the organisation and were focused intothe following categories:Performing and WinningStrong Quality GrowthBetter Financial ReturnsRespected and Trusted to LeadG o o d i s t h e e n e m y o f G r e a t . . .
P A G E 1 2 P L A N N I N G T O W I NWithin each area, an audacious goal was set (Level 1), with a series of supplementary goals(Level 2) that would facilitate achievement and be monitored by the Board. These goals wouldbe set out over a ﬁve-year term, with the current reality set out along with a measurementsystem from years one to ﬁve.For example, Scotland at Major Finals is the audacious goal the whole country wishes to seerealised. The national team has not reached a major championship ﬁnals since the FIFA WorldCup in France 98. We are not simply talking about the Men’s A team. The women’s team,whose progress in implementing its own strategy is inspirational in itself, also have ambitionsto reach a major ﬁnals, as do the men’s and girls’ youth teams. The immediate target isqualiﬁcation for UEFA Euro 2012 and the UEFA Women’s Euro 2013 campaigns. By 2015, bothsquads should be qualifying for the World Cup ﬁnals.In order to realise those ambitions, a series of supplementary goals need to be achieved.Higher standards need to be achieved in the domestic leagues, with a greater emphasis onBest v Best, through a new Performance Development League, and the creation of a new
P L A N N I N G T O W I N P A G E 1 3academy system for national age groups. Future teams need to be cultivated now, with agreater percentage of Scots performing weekly in the Scottish Premier League and also in theEnglish Premier League the Championship and other leagues outwith Scotland.Great players are also nurtured through great coaching. At present the Scottish FA deliversan effective coaching curriculum. The continuous development of coaches qualifying throughthe Inverclyde courses is, however, limited and a lack of a structured coaching communityleaves development of coaches and, subsequently players, too much to chance.Achievement is not consigned to players: our referees also have aspirations of performing atthe highest level. Currently, there is one male FIFA Category 1 referee, Craig Thompson. Inorder to improve on that, a Referee Performance Plan will be conceived and by 2015 we shouldaspire to double the number of FIFA Elite Category Referees both for men and women.The following pages outline the Level 1 and Level 2 goals, the current reality, and themeasurable outcomes this year and by 2015.
P A G E 1 4 P L A N N I N G T O W I NPerform and WinDelivering Perform and WinScotlandat Major FinalsScotlandWinningFutureTeam GrowthEliteRefereesHigherStandardsHome ofGreat CoachesDelivering the goal through a number of strategic actions:Scotland WinningDeveloped and deﬁned Scottish style of playGreater integration between coaches and squadsHigher StandardsThrough new style club academies (men and women)supported by performance based remunerationInvestment in performance schools (men and women)to cater for special talent across Scotland in liaison withsenior clubsWorking to enable talented young players to achievethe 10,000 hour standardFuture Team GrowingNew talent scouting and development programme,linked to a network of club academies, regional andnational performance centres to develop greater levels ofpositional coverage for our under age squadsHome of Great CoachesDevelopment of the coaching workforce across ScotlandImproving knowledge base of Scottish coach activityacross the country and beyondCreation and regular convention of the ScottishCoaching Community (Men and Women)Investment in improved standards of Youth and Perform-ance coachingElite RefereesIncreasing the number of FIFA ranked refereesGrowth in part-time employed refereesFormation of regional groups of referees for develop-ment purposesLevel 2Level 1
P L A N N I N G T O W I N P A G E 1 5Strong, Quality GrowthDouble the numberof registered players inrecreational footballSustainableparticipation inour gameOne NationalPlan for theRecreationalGameMoreattractivemodern gamefor allMoretalented youngplayersDelivering Strong, Quality GrowthDelivering the goal through a number of strategic actions:Sustainable participation in our gameSustained growth by directing many more youngerplayers to recreational clubsDevelop more referees, coaches and volunteer tosupport the growth in the gameWork with government partners to deliver diversityrelated participation initiativesSupport all participation initiatives with a newmarketing campaignOne National Plan for the recreational gameImplement one agreed plan encompassing therecreational game and manage the delivery via a newCommunity Partnership BoardSix regions with a stronger wider role in growingparticipation, club development and facility development.Provide one web based football administration service toimprove elements such as player and coach registrationand counting, club registration and communication.More attractive modern game for all participantsSupport clubs and local authorities with facility relatedprojects and policy.Rollout a ‘new season’ initiative (February to November)for all U18 boys football.Address touchline behaviour and referee mistreatment.More talented young playersImplement a network of performance coaches to providemore training hours for under 12 playersLevel 2Level 1
P A G E 1 6 P L A N N I N G T O W I NBetter Financial ReturnsDelivering Better Financial ReturnsProvide additional1.5m of Cumulative Profitfrom 2011 –20155%Cost Reduction(non project andnon-payroll)Increaseincome by1.35mDelivering the goal through a number of strategic actions:5% Cost ReductionAdopting an organisational structure of cost control,value for money and efﬁciency from spendingFocus on ﬁnancial planning to create budgets in linewith strategic plans and to guide investment anddistribution plansIncrease income by £1.35mImplement a more planned approach to ﬁxture planningand ﬁnancial forecastingInnovate and introduce new commercial opportunitiesDevelop and grow Supporters’ ClubLevel 2Level 1o o1
P L A N N I N G T O W I N P A G E 1 7Respected and Trusted to Leadan environmentof trust, respect andconfidenceRestructuredBoard andCommitteesExcellentMember andCustomerRelationsHighPerformingPeopleCommittedto EquityNew styleJudicial SystemDelivering Respected and Trusted to LeadDelivering the goal through a number of strategic actions:Restructured Board and CommitteesImplement McLeish Report recommendations ongovernanceEmpower Professional and Recreational BoardsNew-Style Judicial SystemRe-design judicial processesEmphasis on neutrality and independence in processCreating benchmark timelines for case disposalMembership and External Customer RelationsEnhanced External and Internal CommunicationsHigher quality engagement eg, National Football ForumImproved accessibility for membersHigh Performing PeopleDeveloping, recognising and rewarding staffRecruitment, retention and succession strategiesImproved staff engagementCommitted to EquityPreparation and implementation of Equity Action PlanFocus on achieving preliminary levelLevel 2Level 1
The Scottish FA ScoreboardP A G E 1 8 T H E S C O T T I S H F A S C O R E B O A R D
The Scottish FA Scoreboard Perform and WinT H E S C O T T I S H F A S C O R E B O A R D P A G E 1 9Level 1 Level 2 Current Position 2011 2015Senior squads qualify forWorld CupNot qualiﬁed since1998Scotland winningScotlandat major ﬁnalsMen qualify for Euro 2012Women planning for UEFA 2013qualiﬁcation80% player approval ratingof academies with 4 elite clubs*status (external audit)Youth initiative inplace17 Club Academies(grant aided)Higher standards New Scottish Football PerformanceDevelopment Programme launchedNew academy system approved for2012-2013Scots 75% of SPL players100 players in EPL / Champion-ships (30 in EPL)Scots 55% of SPLplayers60 players in EPL /ChampionshipsFuture team growing Scots 55% of SPL players60 players in EPL / Championships(19 in EPL)Double number of ‘quality’ coachesin Youth and Children’s footballLimited database ofcoaches / CPDNo coachingcommunity orassociationHome of greatcoachesCoaching Community establishedComprehensive database of ‘quality’coachesCoaching Workforce Plan publishedEstablish number of ‘quality’ coachesDouble the number of EliteFIFA category referees (men andwomen)1 maleFIFA Category 1Elite referees (top 10) Referee Performance Plan completedand adopted
P A G E 2 0 T H E S C O T T I S H F A S C O R E B O A R DThe Scottish FA Scoreboard Strong, Quality Growth130,000 participants600 Quality Mark clubs3100 registered referees65,000 participants250 Quality Markclubs2400 registeredrefereesDouble registeredparticipation in ourgameDouble the numberof registeredrecreational playersin non-professionalfootball90,000 participants300 Quality Mark clubs2500 registered refereesNational Recreational Game Planobjectives deliveredNo single nationalapproach torecreational footballdevelopmentOne national plan forthe recreationalgameCommunity Partnership BoardestablishedInitial funding mechanismestablishedAll U18 in ‘new season’ formatNew facilities strategyimplementedPCS integrated in all aspects offootball developmentFemale game andunder 12 SYFAadopted ‘new season’No Scottish FAfacilities strategy.More attractivemodern game for allparticipantsU12 / Women’s Game adopt ‘newseason’ initiativeScottish FA facility priorities agreedPCS integrated into Coach Education(Level 1 and 2)100% adherence to nationalPlayer PathwayNew content in place for all levelsRegional Development CentresestablishedSYFA and SWF agreepathway. SSFA agreein principleScottish FA have nonational 9-12 DTPMore talented youngplayersAll Youth Associations sign up toNational Player PathwayNew content for Levels 1 and 2Regional/Local Development Centresconcept developed and agreedLevel 1 Level 2 Current Position 2011 2015The Scottish FA Scoreboard Better Financial ReturnsIncrease annual ﬁnancialcontribution from ﬁxture planningby £100k per annum by 2015Increase 2011 commercialsponsorship by 5% by 2015Increase supporters club netincome by 33% by 20152011 budgetIncrease incomeby £1.3mProvide additional£1.5m of cumulativeproﬁt from2011 – 2015Commercial development strategycomplete and Business DevelopmentManager employedNew ﬁxture planning structureagreed to deliver additional £100kcontribution each year5% Cost Reduction(Non project and non-payroll)Non-project andnon-payroll costs5% cost reduction Zero-based budgeting appliedFocus on cost control adoptedcompany wide 1% reduction on2011 budgetLevel 1 Level 2 Current Position 2011 2015
The Scottish FA Scoreboard Respected and Trusted to LeadT H E S C O T T I S H F A S C O R E B O A R D P A G E 2 1Level 1 Level 2 Current Position 2011 2015Major review of Leadership andGovernanceFull Regional coverage of newsupport system2010AGM structures inplaceRestructured Boardand CommitteesAn Environmentof Trust, Respect andConﬁdenceNew Board and Committee structureoperationalSupport agreed for regionsUpdated Articles and RulesMajor review of Judicial Panelperformance2010AGM structures inplaceNew-style JudicialSystemNew Judicial Panel Systemintroduced suitably staffed with clearproceduresEvaluation of ExternalCommunications StrategyIncreased club use of extranet50% improvement in CustomerSatisfaction (from Survey)No CommunicationStrategy. Registrationinformation availablebut not used. Nobaseline customersurveyExcellent Memberand CustomerRelationsExternal communications strategyagreedRegistration managementinformationFirst satisfaction survey completedIntegrated Succession PlanScottish FA to be in the top 30%of employers satisfaction indexAnnual AppraisalSystem (not 360º)IIP (2009)No succession planHigh PerformingPeopleLeadership DevelopmentProgramme in placeTalent ID programme establishedLeadership and Development Plans inplace for all levels of staffImplement staff feedback mechanismFootball open to all regardless ofdisability, gender, pregnancy, ageand sexual orientation, genderreassignment, marital status, civilpartnership status, race, religion,belief or ethnic or national originOpportunity for everyone to fulﬁlltheir potentialNo discriminationPolicy published in2008Committed to Equity Equity action plan published
Funding the Strategy 2011–2015P A G E 2 2 F U N D I N G T H E S T R A T E G Y
F U N D I N G T H E S T R A T E G Y P A G E 2 3A n i n v e s t m e n t i n k n o w l e d g e a l w a y s p a y s t h eb e s t i n t e r e s t . B e n j a m i n F r a n k l i nAchieving our audacious goals will not be possible without considerable investment.On the basis that the view will be worth the climb, the support from the Scottish FABoard should be recognised as a huge catalyst for the change required.In providing a more measurable strategic plan, the Board and football’s otherstakeholders will beneﬁt from a more open, transparent and accountable reporting of howthe funds are distributed, where more investment is needed and, ultimately, how successful thatinvestment has been.In total, investment in the strategic plan is expected to require an additional £15m over the ﬁrst ﬁveyears. Considering the Scottish FA’s position of strength in negotiating its best-ever television contract,worth in the region of £50m between 2010 and 2014, plus the UEFAmandate for pooled commercial rights which should continue those levels ofincome until 2018, those funds are simply being reinvested in the game, thistime with a greater focus on elite development and strategic performance.The vast majority of the investment will be at the elite end; a commitmentwhich has already manifest itself in the creation of a new Performance Strategy and the search for Scottishfootball’s ﬁrst ever Performance Director. It is estimated that enabling the national teams to qualify formajor championship ﬁnals will cost in the region of an additional £10m over the next four years.Similarly, doubling the number of recreational, or non-professional players, will also require an extra£3m of funding. This will be offset by a planned increase in annual commercial proﬁts, around £1m ofwhich will enable the Scottish FA to create the environment in which it will be respectedand trusted to lead.There are opportunities for revenue generation; not least by cultivating further ourrelationships with local and national government, partnership involvement, coachingcourses, UEFA, FIFA and EU funding, Club Academy licenses and registration fees.
P A G E 2 4 F U N D I N G T H E S T R A T E G YAdditional Net Costs (£000)Level 1 Level 2Net Costs2011-2015Double the number of recreationalplayers in non-professional footballSub-totalIncrease proﬁt by £1.5mfor period 2011 to 2015Increase 5 year proﬁt by £1.35m by 2015 (1170)5% cost reduction (110)(1280)Sub-totalAn environment of trust, respectand conﬁdenceRestructured board and committees 50New judicial system 600Excellent member and customer relations 150High performing people 100Committed to equity 20920Sub-totalScotland at major ﬁnals Scotland winning 1219Level 1 Level 2Net Costs2011-2015Level 1 Level 2Net Costs2011-2015Higher standards 6474Future team growing 2003Home of great coaches 569Elite referees 242Sub-total 10507Double sustainable participation in our game 158One national plan for the recreational game 325More attractive, modern game for all participants 435More talented, young players 19002818Level 1 Level 2Net Costs2011-2015
F U N D I N G T H E S T R A T E G Y P A G E 2 5Opportunities for Increased RevenueRegistration fees, club academy licences and UEFA/EU fundingSelected sponsorship of new activities, for example, Performance Leagues and National and Regional CentresCoaches Association and Continual Personal DevelopmentPartnership income – Performance Schools, National and Regional Centres, Referees, Extended Youth Action PlanNew relationship with new governmentIn addition to the revenue increases planned, there are opportunities for additional revenues, as yet notquantiﬁed through other areas such as:Additional Net Costs (£000)Other areas Additional IT requirements eg, CRM 500Corporate affairs 7001200Sub-totalTotal 14,165Level 1 Level 2Net Costs2011-2015Additional Costs – 5 YearsNet Costs2011-2015
M a r k T w a i nK e e p a w a y f r o m t h o s e w h o t r y t o b e l i t t l ey o u r a m b i t i o n s . S m a l l p e o p l e a l w a y s d o t h a t ,b u t t h e r e a l l y g r e a t m a k e y o u b e l i e v e t h a ty o u t o o c a n b e c o m e g r e a t .Setting audacious goals comes with inherent risks; not least failure or inability to deliver on thepromise and the criticism that will inevitably follow. Yet, what is the point in compiling a newstrategic plan that serves simply to accept mediocrity or embrace the average? Better to havetried and failed than never to have tried at all? That quote strikes at the Calvinist trait prevalent inour society: not to dream too wildly for fear or being perceived as arrogant or mad.Scottish football, as the national game, deserves better than to be given a cursorytidy-up. The reality of now is that the game is suffering the corrosive effects ofdecades of inertia, uncertainty, vested interest and apathy. The ScottishFootball Association will be criticised whether it does nothing or triestoo hard. Better the latter.In order to convince the game’s other stakeholders we ﬁrst had toconvince ourselves. That done, the argument became compelling. For agame accused of being mired in self-interest, ‘what’s in it for us?’ seemed agood starting point in discussions with the great and good of the game. Notso much what’s in it for us as, what if…?Issues and ImplicationsP A G E 2 6 I S S U E S A N D I M P L I C A T I O N S
I S S U E S A N D I M P L I C A T I O N S P A G E 2 7SFL / SPL More, better players and referees; increased club revenueopportunities; strong community focusWhat’s in it for Them?Key Stakeholder Group Beneﬁts of Scottish FA StrategySenior Clubs Increased participation; more, better players; increased revenuepotentialRecreational Clubs Increased participation; strong community focusANAs Increased focus through Non-Professional BoardPlayers Better talent development and infrastructure for quality development;better career prospects; more funSupporters Higher standard of entertainment and competitive intensity of fixtures;more stable gameNational Government National sport growing and winning; many social issues addressedSponsors Association with growing, vibrant sport with opportunities for growthand increased returnsCoaches Higher levels of support; Increased representation; Improved careerprospectsReferees More integrated into the game; increased numbers; greater develop-ment supportScottish FA Ofﬁcials Recognised as leading real change; new governance structureScottish FA Staff Being part of a culture of performance; opportunities for growthVolunteers Proud to be part of the change; Increased resources for activitiesRegions Greater responsibility and resources for new activities
The Scottish Football AssociationHampden Park . Glasgow G41 9AYTelephone 0141 616 6000 . Fax 0141 616 6001www.scottishfa.co.uk