Update - April 2008
We have now received the report from Iain Peter and Bob Barton who headed up the Mountaineering Development Sub-Group. Their report outlined two examples of development frameworks - for mountain walking and ski-mountaineering.
These provide details of how the MCofS should develop the framework for respective mountaineering disciplines and were used to inform the Strategic Plan 2008-2012, which is now available on the website here.
Eventually the MCofS will provide a development framework for all mountaineering disciplines, and this work now commences following the approval of the strategic plan by the Exectuive on 13 March 2008.
More details about the framework and how it can help our members (and others) develop their skills and experience will appear on the website througout 2008.
In the meantime our thanks go to Iain and Bob, and to those volunteers and others who contributed to the discussions and research which provided the basis of their report.
David Gibson - 16 April 2008
The Mountaineering Council of Scotland is in the process of defining a Mountaineering Development Framework. The aim is to provide individuals with guidance as to how they may develop their skills and experience in all fields of mountaineering. The following terms of reference have been developed to provide guidance to the sub-group which has been convened under the chairmanship of Iain Peter, and which is tasked with reporting back to the Executive with a draft framework, by March 2008.
Mountaineering Council of Scotland
Mountaineering Development Sub Group (MDSG)
Terms of Reference
1.0 Background
In March 2007 the Executive agreed that the Mountaineering Council of Scotland (MCS) will undertake a project with the aim of defining a Mountaineering Development Framework (MDF). Mountaineering in this context is taken in its broadest context – to include hill walking, climbing, ski-touring and activities such as bouldering, winter and alpine mountaineering, etc.
The Development Framework will consider the requirements for an individual to develop within mountaineering, but recognise that there are many paths, personal aims, and unanticipated eventualities that may occur, none of which are mutually exclusive.
The Executive agreed that the MDF would be investigated by a Sub Group comprising members of the Executive and relevant MCS Committees, and representatives of mountaineering and related organisations.
This document describes the purpose and structure of the MDSG and its project (the MDF), together with its scope, deliverables and time scales.
2.0 Strategy and Aims
The Corporate Plan positions the MDF as integral to the future development of the MCS and of the Council's role within the sport and recreation of mountaineering in Scotland.
2.1 In Scope
2.1.1. Investigate, identify, develop and implement a framework or development path for mountaineering.
2.1.2. Promote access to, and experience / awareness of, different mountaineering experiences, regardless of social origin, age or ability of participants.
2.1.3. Promote a culture of continuous improvement in individual skills and knowledge acquisition.
2.1.4. Identify pathways that enable individuals to understand how they may access and acquire knowledge and skills that enable them to experience a personal and progressive approach to the mountain and indoor climbing environment, including relevant awards and competitions.
2.1.4.1. Identify how coaching and training may contribute to improved skills, performance and technique, through appropriate programmes developed in partnership with other members of the MCG NSG.
2.1.4.2. Identify how the MCS may facilitate local, regional and national competitions.
2.1.5. Define how individuals at all levels may improve their knowledge and skills by gaining and reviewing experience, and through participation in organised events.
2.1.5.1. Demonstrate how the provision of Mountain Safety advice, information and events may contribute to safer participation in mountaineering.
2.1.6. Reinforce the fundamental ethos of mountaineering - that mountaineers should be independent, responsible and self reliant.
2.2 Out of Scope
2.2.1. Direct delivery of activities.
2.2.2. Qualifications – other than MLTUK and MCG National Source Group (NSG) awards.
2.3 Approach
2.3.1. The Council will secure external investment to fund the research and development phases of the project; sportscotland has agreed to fund research, and further funds for research and development are being sought by the MCS Fundraising Group.
2.3.2. The Council will consult with members of the Scottish Mountain Safety Forum, including MLTS and Glenmore Lodge, and other relevant bodies including local authorities. The objective of the consultation process is to ensure that the framework reflects the needs of members and views of organisations involved in mountaineering, as well as participants.
2.3.3. It is expected that representatives of such organisations will sit on, or provide input to, the MDSG.
2.3.4. The MCS recognises that any coaching structure will be developed in cooperation with other mountaineering bodies, represented by the MCG National Source Group, comprising representatives from MCS and BMC, and MCI, MLTS, MLTUK and other MLT Boards.
2.3.5. The MDSG will consider existing and potential Mountain Safety activities for integration into the Mountaineering Development Framework, since safe participation is integral to responsible development of mountaineering.
2.3.6. The Council will seek to implement the agreed Mountaineering Development Framework by securing investment to fund the detailed planning, facilitation and co-ordination, but not the delivery, of all future development activities.
3.0 Constitution of the Sub Group
The Executive agreed that the MDSG will comprise volunteers from the Executive and Committees, and representatives from appropriate organisations.
A chair will be appointed by the Executive, and MCS staff will participate subject to the approval of their respective specialist committee chair.
It is expected that the MDSG will present proposals to relevant MCS committees for feedback prior to presentation to the Executive – these being Mountain Safety, Membership Services and Sports Development.
4.0 Development Framework Criteria
The MDF will:
4.1. Provide potential, rather than prescriptive, frameworks or pathways for individual development.
4.2. Include sport, competition and recreational mountaineering, across all disciplines.
4.3. Seek to identify and demonstrate how reviewing previous experiences may contribute to individual development.
4.4. Demonstrate how support through training or coaching may be provided and contribute to individual development.
4.5. Identify how safety and other courses and events may contribute to individual development.
4.6. Consider all artificial and natural venues, both publicly and privately owned.
4.7. Define the resources and costs of implementing the framework, using the principle that the MCS role will be to plan, facilitate and co-ordinate, and not to deliver activities.
5.0 Development Framework Benefits
5.1 Improved understanding on the part of interested and new participants regarding sources of information, the potential for getting active, and for personal development contributing to improved population health through mountaineering activities.
5.2 Potential for improving of standards in competitive aspects of climbing at local, regional, national and international levels.
5.3 Recognition of the value of mountaineering experience in combination with structured learning.
5.4 Promoting improved understanding and relationships between mountaineers and the Mountaineering Council of Scotland.
6.0 Deliverables and Timelines
The following outline timing plan will enable the Executive to include MDSG proposals in the corporate plan which will be presented to the March 2008 Executive.
The Corporate Plan provides the basis for MCS investment to support the implementation of the Development Framework commencing in the financial year 2008/9.
November 2007 – report and draft Framework to Sports Development, Mountain Safety and Membership Services Committees
December 2007 - report and draft Framework incorporating committee feedback to Executive
March 2008 - final draft Framework to Executive
Subsequent implementation will be subject to availability of funding and resources.
7.0 Risks / Constraints
7.1 Funding
In the development phase the risk is considered to be low, due to the investment already offered by sportscotland. In the implementation phase the risk is considered to be high, because a) the total investment required is unknown and b) investment will be required to fund full implementation.
7.2 Volunteer Resources
The availability and participation in the Sub Group of appropriately experienced volunteer mountaineers will be fundamental to the development of the MDF.
7.3 The Definition of Mountaineering
Whilst many sports are developing ‘player pathways’, and mountaineering may be referred to as a ‘sport’, care must be taken in making comparisons. For example, sports such as tennis have a specific ‘playground’ - the court, and specific ‘rules’.
By contrast, mountaineers are a diverse group, and a given individual may enjoy diverse activities. It is inappropriate to categorise mountaineers into specific groups. In addition, most mountaineers are unlikely to wish to be ‘organised’ in any way.
In tennis a poor performance results in the loss of a match. In mountaineering the result of a ‘poor performance’ can vary from simply having an unrewarding experience to being injured or even killed. Mountaineers seek not only good judgement, self-reliance and knowledge of their own ability but also a personal interaction with the landscape - a quality which is difficult to define. Technical skills which enhance safety can be taught and learnt but good judgement only comes from experience. Mountaineers can adopt safe practice but mountaineering can never be entirely free of risk.
The inherent constraint in developing the framework – which is also its aim - is that it can only suggest how to achieve a personal and progressive approach to adventure in the mountain environment.
8.0 Draft Project Outline
The project is expected to follow the sequence of activities below:
- Appoint Sub Group chair Executive
- Appoint Sub Group SDC / MSaf / Executive
- Agree project outline MDSG
- Identify key pathways MDSG
- Agree responsibilities for key pathways MDSG
- Agree time scales for meetings MDSG
- Report back to MDSG on key pathways MDSG Members
- Identify integration opportunities with Mountain Safety events, MLTUK Awards, etc MDSG
- Develop draft MDF document MDSG
- Report to committees MDSG
- Feedback to MDSG Committees
- Report to Executive MDSG
- Feedback to MDSG Executive
- Prepare final draft MDF document MDSG
- Report to committees MDSG
- Feedback to MDSG Committees
- Report to Executive MDSG
- Approve MDF / Feedback to MDSG Executive
- Include MDF in Corporate Plan Executive
- Seek funding to finance MDF implementation and resource requirements Executive
David Gibson
Posted on the MCofS Website 19 November 2007