Corporate Plan
- Introduction
- Strategic Development
- Sports Development
- Mountain Safety
- Membership Services
- Access and Conservation
- Conclusion
The Mountaineering Council of Scotland
Corporate Plan Summary
2007-2010
The Mountaineering Council of Scotland mission statement is:
To represent mountaineering in Scotland, by protecting, informing and developing the interests of hill walkers, climbers and ski-mountaineers
The Mountaineering Council of Scotland Vision Statement for 2007-2017 is:
To be the influential central mountaineering body working in partnership with other relevant organisations and the public
The Executive Committee of the Council agreed the Corporate Plan 2007-2010 on 15 March 2007. This document provides a summary of the plan.
Following restructuring in 2006, which has brought improvements in the organisation of the Council’s affairs, 2007 sees the incorporation of the Council, which will have significant implications for the Board and Executive. The year 2007-08 is therefore a year of transition.
During the year ended 31 March 2006, membership subscriptions provided 69% of income, with grant investment providing 29%. The Council receives investment from sportscotland, Scottish Natural Heritage, the British Mountaineering Council and Scottish Mountaineering Trust. Other charitable trusts may provide project-specific investment.
Stakeholders sportscotland and SNH regard the Council as the representative body for mountaineering in Scotland. The reputation of the Council with these stakeholders is dependent upon the quality of our officers and work programmes, and the achievement of the objectives agreed in return for which investment is provided.
The Council relies on volunteers for corporate governance, to develop strategy and operational plans, propose policy developments, assist with the delivery of work programmes, develop responses to planning applications and consultations, to promote the work of the Council to other organisations and the membership, and to represent the Council on other organisations’ committees and councils.
Given the expansion in activities, the breadth of the work involved and the skills required, and the need to ensure continuity at Board and Executive level, the development and implementation of a volunteer support programme aimed at recruiting, retaining and sustaining volunteers is necessary; this will be co-ordinated by the Senior Officer.
The Council’s vision positions it to be the influential central mountaineering body working in partnership with other relevant organisations.
With regard to the future development of both the Council, and the sport and recreation of mountaineering in Scotland, the Council will undertake a development project, with the following aims:
- Through consultation with members, clubs, mountaineering and other appropriate organisations, to inform the development and implementation of a structured Mountaineering Development Framework, to include the disciplines of climbing, mountaineering, hill walking and ski-mountaineering.
- To assess the views of the membership concerning key aspects of the Council’s activities and policies, and to identify their real and perceived needs in terms of future activities, services and benefits.
- To assess the perception of the Council held by other organisations involved in mountaineering, and how the Council may positively influence them, with the aim of achieving its Vision Statement.
- To research the wider hill-going public, to identify their needs and to prioritise target groups for membership recruitment.
The Council has approved a research proposal, developed by the Membership Services Committee, which aims to improve understanding of membership needs and aspirations, and which will also research how the Council may increase its membership. The research will form the basis for the development of a marketing strategy and plan, and will also inform the development of the Mountaineering Development Framework.
The following issues are considered critical to the Mountaineering Development Framework:
- The Council will consult widely with its members, affiliated clubs, mountaineering organisations and service providers, and other relevant bodies such as sportscotland, Glenmore Lodge, education and local authority organisations in the development of the strategy.
- The Council will aim to secure external investment to fund the research and development phases of the project.
- The Council will develop and implement a strategy which provides a framework or development path for mountaineering, aimed at encouraging participation at all levels in all disciplines.
- Any coaching structure will be developed in cooperation with other mountaineering bodies, represented by the MCG National Source Group, comprising the Council, BMC, MCI, MLTS, MLTUK and the other MLT Boards.
- The Council wishes to further expand the provision of services and events provided by the already successful Mountain Safety work programme, by means of which the Council helps ensure the safety of those who work amongst or use the mountains for recreation. Aspects of the programme will be formulated in collaboration with the SMSF. The programme demonstrates how the Council contributes to the public good by contributing to the encouragement of safe practice and self reliance in the broader context of mountaineering.
- Mountain Safety activities will be considered for integration into the Mountaineering Development Framework, since safe participation is integral to the responsible development of mountaineering.
- The Council will seek to implement the agreed Mountaineering Development Framework by securing investment to fund the detailed planning and co-ordination of development activities.
The Corporate Plan will be implemented during a period of significant change in the way in which government services are delivered. Public policy changes may result in a change of pattern in the delivery of local government services, and the development of further Scottish Executive policies will inevitably have an impact on funding streams and Council activities.
The Scottish Executive’s drive to improve health and well-being across all social groups, but especially the young, and the imperative placed upon sportscotland to play its part in facilitating this development, provides the opportunity for the Council to act centrally in the encouragement of participation at all levels and in all aspects of mountaineering.
The Council aspires to organise and co-ordinate child and youth climbing development in schools and sports facilities, and will cooperate with local authorities, schools, voluntary youth organisations, sports facility operators and skilled volunteers, as circumstances permit, to further the development of climbing activities.
As previously stated, the year 2007-8 represents a year of transition. Accordingly, the Council has decided not to invest in the execution of small-scale Sports Development activities. Thus, membership subscriptions will not be used for Sports Development activities.
However, the Council has decided to continue with the 2007 REALrock Sessions but with delivery co-ordinated by volunteer members who will work initially with 2 and possibly up to 4 climbing wall operators. This initiative will provide a useful pilot activity and a draft protocol for the running of REALrock activities by walls, which can provide valuable learning for the Executive.
The Council will also assess the implications of implementing the Equity Standard in conjunction with other mountaineering organisations as part of the Mountaineering Development Framework.
The Council wishes to expand its Mountain Safety activities, and by doing so, work in partnership with other providers of quality mountain safety events to improve public awareness and self reliance.
Currently the Mountain Safety Adviser is working to capacity and unable to meet further demand for events. The appointment of a Mountain Safety Projects Officer would enable the Council to accommodate further demand and serve more at-risk groups, particularly young people in Further and Higher Education.
Investment for the post will be required on a 3-year basis and will be sought from charitable Trusts and other organisations. If investment for a full-time Projects Officer post is obtained, the Officer will organise a programme of accredited mountain safety events for at-risk groups, in collaboration with suitably qualified providers, who are members of the Association of Mountaineering Instructors (AMI), Glenmore Lodge - the Scottish National Outdoor Training Centre, and other qualified providers.
Membership levels at 28 February 2007 (from the Council Database) are:
Club Members 125
Members of Clubs 6889
Individual Members 2873 Includes Joint (2) and Family (min 3)
Associate Members 25
Total membership 9787
There are 231 ‘duplicate’ members. Over the last five years the number of members of clubs, and individual members, has been consistent. The proposed research project will aim to establish why all categories of individual membership have marginally declined, with the exception of membership attributable to Mountain Leader Award candidates, which has increased.
This analysis of membership trends indicates the importance of developing services that encourage holders of Mountain Leader Awards to renew their membership of the Council.
The importance of individual members who have applied for membership through MLTS may be indicative of how membership levels could be increased through cooperation. The Council should cooperate with mountaineering and other organisations to assess if opportunities exist for mutual membership development. Examples may include JMT, SYHA, and NTS, etc.
Issues affecting the membership were raised at Members Forums, where individual members, and the officials of 24 Club Members representing 46% of members of clubs, participated in meetings during November 2006 to consult on incorporation and other issues.
In addition to discussing incorporation, members of clubs commented that many clubs encounter difficulties in attracting new members – and that one role of the Council should be to help develop sustainable clubs, including introduction to clubs, membership recruitment and encouraging participation.
Members also commented concerning lack of awareness about the work of the Council and membership benefits; the need for more consultation on Council policies and activities; a lack of understanding concerning the role of the Council in sports development activities; and the need for improved understanding of the Council’s relationship with sportscotland and its implications for the activities of the Council and the membership.
In this context, the Corporate Plan includes a proposal for a full-time Marketing Officer, whose role will work across the organisation. Key aims will be to implement a marketing plan based on the findings of the research project, with the aim of improving awareness of the Council and its activities, and increasing membership levels. The Marketing Officer will also promote the range of Mountain Safety events, including those co-ordinated by the Mountain Safety Projects Officer.
A sub-group of the Membership Services Committee has been formed to develop investment and funding from new sources, with the aim of developing new marketing methods. The existing role of Magazine Editor may be expanded to include responsibility for editing the new Council website, currently under development, with the aim of improving information provision to the membership.
The forums confirmed that there is a need for quantified and qualified research concerning members’ views, needs and aspirations, and to help inform the development of future member services and benefits.
Given the predominance of membership of clubs, the Council will engage with clubs to research their opinions in developing the Mountaineering Development Framework, and the desire and need for a Club Development Strategy. In addition, sampling volunteer opinion is considered to be an essential element of researching and mapping the range of members’ concerns.
A consultative process for the development of new and existing policies which invites membership participation will also be implemented.
The Council has agreed a work programme with Scottish Natural Heritage, for which progress is measured on a quarterly basis.
Following a significant hiring gap in 2006 due to lack of investment, and given the perceived extent of membership support for Access & Conservation activities, the Council will ensure continuity of investment for the Access & Conservation Officer post. The Access & Conservation Committee will develop a strategy to ensure that investment continuity is achieved.
Access issues will become more significant as the Land Reform (Scotland) Act 2003 and SOAC bed-in, against a challenging background of very fragmented access provision and management, one in which land owners and managers are striving to safeguard their perceived interests. A key requirement will be the need for continued effective liaison with local authority and national park access officers, including the monitoring and response to access problems, and responses to planning consultations and conservation issues.
The Council will reinforce existing effective relationships with relevant local government and national parks access officers, and contribute to the promotion of responsible access through co-operation in access fora with local access authorities, national parks and organisations such as the SRPBA and ADMG, and those in Scottish Environment LINK.
The Council aspires to respond to all relevant Scottish Executive consultations, planning consultations and conservation issues, which may impact on the quality and enjoyment of the hill walking and mountaineering fraternity.
Surveys confirm that in any one month period around 6% of the Scottish population (equivalent to 305,000 based on ONS 2004 projections) go hill walking and climbing (sportscotland 2002, 2005). The increase in hill walking participation is influencing access provision – for example, through core path networks, in land management – through agricultural grant aid, and in economic development policy in rural areas – through walking tourism initiatives.
This is corroborated by SNH’s ‘Scottish Recreational Survey: Annual Summary Report 2004/5’ which confirmed an increasing awareness (28%) of the SOAC and that 5% of respondents in their most recent outdoor activity walked more than 8 miles or participated in hill walking or mountaineering.
The Visit Scotland ‘Tourism in Scotland 2005 Report’ identified that 33% of visitors to Scotland in 2003 participated in hill walking, hiking, rambling and other walking activities.
The contribution made by mountain-based recreation is economically important to many communities, enabling tourism-based businesses to enjoy a longer season than would otherwise be the case. Studies demonstrate that between January and March it may comprise more than 80% of tourism-related income.
A 1995 study by Highlands and Islands Enterprise calculated that mountaineers spent £148.9m, generating 3,950 jobs. The positive trend is confirmed by the growth in the number of mountaineering-related businesses such as hostels, guides and activity holiday providers, and the increase in Munro-round completions.
Against this background of increased participation and derived economic and health benefits, The Council will continue to promote responsible access and awareness of the SOAC; provide education directly and indirectly to the public to support provision of safer access to the hills through the Mountain Safety Adviser; and represent the interests of the growing number of participants
The Council will continue to work closely with the Upland Path Advisory Group (UPAG) and SNH to promote high quality path work for the restoration and conservation of upland landscape quality, and continue its support for the Upland Path Trust (formerly BUFT) and its efforts to create in collaboration with other organisations the formation of an ‘Upland Path Information Network’
There is continued pressure on the upland environment due to unsightly developments, such as inappropriately located wind farms and their associated infrastructure, forestry roads and fencing, and ill-considered commercial recreational developments.
Increases in participation, and the importance of the upland environment as potential sources of renewable energy, continue to present conservation challenges which threaten landscape quality and lower its appeal to those who enjoy the hills for recreation.
The Council must ensure that it represents members’ views by ensuring that it prioritises responses to planning consultations and has the required resources to respond to cases which impact on the mountain environment. Initiatives will be devised to encourage members to actively engage with landscape heritage issues.
The Council will regularly review its policies, guidance and positions to ensure that these are updated and appropriate for evolving environmental concerns.
The Corporate Plan is the culmination of each committee’s efforts in completing their forward work programmes, and that of the Executive in assessing and agreeing appropriate strategic developments.
Any member who wishes to discuss the Corporate Plan should contact David Gibson, Senior Officer at 01738-493947, or email
davidg@mountaineering-scotland.org.uk
April 2007
Abbreviations
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ADMG |
Association of Deer Management Groups |
|
AMI |
Association of Mountain Instructors |
|
BMC |
British Mountaineering Council |
|
BUFT |
British Upland Footpath Trust |
|
Council |
Mountaineering Council of Scotland |
|
JMT |
John Muir Trust |
|
MCG |
Mountaineering Co-ordination Group |
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MCI |
Mountaineering Council of Ireland |
|
MLT Boards |
Mountain Leader Training Boards |
|
MLTS |
Mountain Leader Training Scotland |
|
MLTUK |
Mountain Leader Training UK |
|
NTS |
National Trust for Scotland |
|
ONS |
Office for National Statistics |
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SMSF |
Scottish Mountain Safety Forum |
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SNH |
Scottish Natural Heritage |
|
SOAC |
Scottish Outdoor Access Code |
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SRPBA |
Scottish Rural Property and Business Association |
|
SYHA |
Scottish Youth Hostels Association |
|
UPAG |
Upland Path Advisory Group |