2.  Able to meet the needs of its members by being: o Sustainable o Well managed & transparent o Responsive o Proactive  Provide you with the service you need effectively

3.  2011 and 2014 Games have opened doors that may not stay open for long o Exciting times for grassroots sport  BUT  SALSC will not be the only one competing looking to benefit: o Professionalization of sport o Tighter budgets o Need to ensure that SALSC is positioned AND performing well to benefit

4. Fit for Purpose’ audit  ‘Fit for Purpose’ audit o Checks to ensure correct management and financial planning and procedures are in place o SALSC requested to go through process  Self Examination of Services o The need to better serve our members and working with our partners o Develop services and partnerships that better serve our members

5.  What have we achieved since May 2008: Appointment of new full time post Held 6 meetings of the new style Management Board Each of the 4 working groups have met, most at least twice About to launch a Youth Committee to look at services for young people Developed strong national partnerships with: sportscotlandScottish Government sportscotlandScottish Government Scottish Sports AssociationScottish University Sport Scottish Sports AssociationScottish University Sport Volunteer Development ScotlandNHS Health Scotland Volunteer Development ScotlandNHS Health Scotland COSLAVOCAL COSLAVOCAL Child Protection in Sport UnitSenior Exec Programme Child Protection in Sport UnitSenior Exec Programme People’s Postcode LotteryScottish Disability Sport People’s Postcode LotteryScottish Disability Sport SkillsActive SkillsActive

6.  Also develop strong local relationships with Local Authorities e.g. o Borders, Dumfries and Galloway, West Lothian  Progressing the Fit for Purpose Audit o SALSC has to date completed 9 of the 19 recommendations o Added 4 new recommendations in addition to the 19 o Looking to complete all recommendations by July 2009.  Submitted Consultation Responses to: o Audit Scotland’s Local Authority Physical Recreation Services o National Physical Activity Strategy Review o Sportscotland’s Reaching Higher Single Outcome Agreement Plan o Pathways for Sport Enquiry o Glasgow 2014 Legacy meetings  Delivering a (successful?!) conference

7.  Clear direction from the top down  Governance document means proper management & procedures  Far better working relationship with members  Far better working relationship with partners  A well managed SALSC also makes us more attractive to: Sponsors and other funding agencies Manage projects on behalf of partners such as sportscotland  Can deliver what it promises and make a difference

8.  SALSC Business Plan was approved by the Management Board on 27 th January 2009.  Sets out 5 key Priorities: 1. Develop sustainable SALSC communication tools to improve communication with SALSC membership and partners to better represent the interests of the voluntary sector in sport. 2. Conduct a Fit 4 Purpose review and implement recommendations 3. Work with partners to improve and increase SALSC’s support services for volunteers and LSCs 4. Work with partners to improve the structure of LSCs and sport in the local community 5. Work in partnership with sportscotland and national youth agencies to improve the representation of young people in sport at both local and national level

9.  Communications:  With and for members  With partners  For young people  Consultations (2 way communications)  Annual meeting of elected members

10.  Complete Fit for Purpose:  Complete remaining 10 AHL recommendations  Complete the 4 recommendations added by SALSC  On target to be completed by July 2009  Already improvement in structures and conduct of business  Ensure impetus is maintained by putting in place regular review process

11.  Improve Services:  Review existing services e.g. Format and content of Seminar Purpose and range of sporting events  Establish regional networks and local conferences based on sportscotland’s 6 regional hubs  Become a leading partner in helping sportscotland deliver Club and ‘Volunteer in Sport’ Development, for example: Annual training conference for volunteers Working in partnership with sportscotland to co-ordinate a Club Development network

12.  Improve Structures (of Local Sports Councils):  Conduct a membership audit to establish baseline data and current status  Drive the implementation of Partnership Agreements between members and local authorities to create a more sustained and effective membership.  Work with sportscotland to formalise and strengthen local relationships between local sports councils and Active Schools.  Source EU funding to work with partners to learn from good practice

13.  Still a long way to go  We’re not perfect...yet  Please be patient  Change takes time  Not everything will work first time  But we will get there with your help because we’re making these changes for you

14.  Fast Progress Through ‘Fit For Purpose’ Audit To be completed by end July  Well positioned to meet new challenges and opportunities ahead  Have the support of our members  Have the support of our partners  Inspirational business plan  This time next year...the First Minister may be here!