National Squad System Develop and publish minimum Individual performance levels are improved Staffing: NDO Clear performance pathway to be in place by 2020 Which Identifies and selection and performance criteria Improved competition within squads with Budget: £0 Retains Talented Athletes for each squad multiple players demonstrating the desired Performance of junior and senior international and Coaches Remove barriers for qualities and skills for each position within teams representation the squad Establish development squads to A minimum of 25% of junior national team Quality and retention of junior players in the improve the retention rate of members are retained within the performance system increases junior international players performance system when they are no longer eligible to compete as juniors A Share of Resources and Integrate training days where Joint planning group for performance Staffing: NDO A full training resource programme for national Expertise across National possible programme Budget: £550 squad staff by 2020 Squads Provide joint CPD opportunities Host two development workshops per year (annually) Number of training workshops delivered for the national coaches Number of training workshops delivered for the national squad players Core Objective 5: Strong Governance and Business Profile Strong governance and business acumen is imperative for the governing body if the sport of lacrosse in Scotland is to grow meaningfully. This requires that policies and regularly reviewed for best practice and gaps. Board leadership is vital and therefore it is key that the right directors are encouraged to apply for Board positions to fill any skills gaps identified by the Board. If the sport is to develop and financial support is to broaden, then the sport must be viewed as a business and therefore the business acumen of the board needs to improve. This plan looks to improve and enhance many of the products that Lacrosse Scotland offers to its members but also make them more commercially attractive because of the high numbers involved and professional way in which they are run and portrayed. Sponsorship and sporting partnerships will provide significant support and aid delivery of this strategic plan. Target Deliver High Standards of Governance and Develop Business & Sporting Partnerships Outcomes Actions Key Performance Indicators Resources Measurable Factors Allocated
National Squad System Which Identifies and Retains Talented Athletes and Coaches Develop and publish minimum selection and performance criteria for each squad Remove barriers for representation Establish development squads to improve the retention rate of junior international players Individual performance levels are improved Improved competition within squads with multiple players demonstrating the desired qualities and skills for each position within the squad A minimum of 25% of junior national team members are retained within the performance system when they are no longer eligible to compete as juniors Staffing: NDO Budget: £0 Clear performance pathway to be in place by 2020 Performance of junior and senior international teams Quality and retention of junior players in the performance system increases A Share of Resources and Expertise across National Squads Integrate training days where possible Provide joint CPD opportunities Joint planning group for performance programme Host two development workshops per year Staffing: NDO Budget: £550 (annually) A full training resource programme for national squad staff by 2020 Number of training workshops delivered for the national coaches Number of training workshops delivered for the national squad players Core Objective 5: Strong Governance and Business Profile Strong governance and business acumen is imperative for the governing body if the sport of lacrosse in Scotland is to grow meaningfully. This requires that policies and regularly reviewed for best practice and gaps. Board leadership is vital and therefore it is key that the right directors are encouraged to apply for Board positions to fill any skills gaps identified by the Board. If the sport is to develop and financial support is to broaden, then the sport must be viewed as a business and therefore the business acumen of the board needs to improve. This plan looks to improve and enhance many of the products that Lacrosse Scotland offers to its members but also make them more commercially attractive because of the high numbers involved and professional way in which they are run and portrayed. Sponsorship and sporting partnerships will provide significant support and aid delivery of this strategic plan. Target Deliver High Standards of Governance and Develop Business & Sporting Partnerships Outcomes Actions Key Performance Indicators Resources Allocated Measurable Factors