To the Scottish paddlesport community,
I am seven weeks in to my role and have spent this time meeting, listening, engaging in conversations on and off the water, and reflecting.
I came into this job aware of the recent Talent Pathway Review and had read it before I started. It is a thoughtful and honest piece of work and I am grateful to everyone who contributed to it so openly. That kind of candour takes courage and it has given me a strong foundation to build from.
What the review reflects, above all, is a community that cares deeply. The passion for paddlesport in Scotland from volunteers, coaches, athletes, parents and clubs comes through on every page. So does the frustration of people who have given a great deal to the sport and have not always felt that reflected back to them. I do not think this is anyone’s fault; systems drift, priorities shift, and sometimes the distance between an organisation and its community grows without anyone fully intending it to.
What I took from the review, and from the conversations I have had since, is that the will to do things differently is already there. That is the best possible starting point.
What I have been doing
Since joining, I have been out across Scotland as much as possible - with clubs, at venues, on river banks and on the water, as well as getting to know my new colleagues properly. In my first six weeks, our team have also managed the short deadline for three sportscotland funding pots following the announcement of additional government investment into sport.
I have sat with coaches who have given years of their lives to this sport and who have so much still to offer. I have spoken with parents who want nothing more than a clear, fair system their children can trust and thrive in. I have met athletes at different stages of their journey, some thriving, some working through challenges, some who have stepped back from the sport for a while.
Adam Burns, Paddle Scotland’s Club Development Manager, has been doing the same, and our Interim CEO Kevin Pringle has been part of these conversations too. The fact that Development and Performance are now working as one team - genuinely aligned, not just on paper - is critical for what we want to achieve together.
These conversations have shaped everything that follows. This is not a plan I brought with me, it is a plan shaped by what you told us.
What I heard
A few things came through consistently, regardless of discipline or location.
People want Paddle Scotland to show up. Not to take over, but to be present, to work alongside clubs, to be visible and consistent rather than occasional and top-down. The phrase I heard more than once was that coaches and volunteers felt like they were on their own. This has to change.
People want clarity. People want to be included. Not just consulted, but genuinely involved in shaping our direction. Almost everyone, in some form or another, said the same thing: the ingredients are here. The talent is here. Scotland has produced Olympic and Paralympic medallists. The question is whether we can build a system that makes success the norm rather than the exception and doesn’t discard the people around it in the process.
What we are going to do
The headline is simple: more coaching in clubs, more time on the water, clearer expectations and a system that works together rather than in parallel tracks that never quite connect.
To make that real, our team is developing a consistent and clear guide to the pathway - a Paddler Reference Guidance - so that every paddler, parent and coach in Scotland can understand what is expected at each stage, what ‘good’ looks like and how to progress, should they wish to do so.
We must also be clearer and more ambitious about our commitment to parasport and paracanoe. This is not a separate track to be managed on the side; it is central to who we are. I have heard clearly that our efforts to include paddlers with disabilities have been inconsistent, often relying on the dedication of a few rather than the infrastructure of the whole. We need to create a pathway that is truly inclusive from the ground up, ensuring the barriers are removed and the support is consistent.
Our focus also needs to be broader than just performance and competition. Paddlesport in Scotland encompasses a huge range of activities and motivations. We must ensure that our development work supports and celebrates the full breadth of the sport, recognising that a healthy, thriving community across all paddlesport disciplines is the foundation of everything we achieve.
I want to be honest about how this will be done. What follows is not a finished plan. It is a direction of travel shaped by what we have heard, grounded in the realities of where the sport is right now, and honest about the fact that the Olympic disciplines of Sprint and Slalom are at different stages and will need different approaches. We are going to pilot things, learn from them and be honest about what works and what doesn’t. The detailed areas of focus identified in the review and our conversations follow this letter. Again, these are the emerging picture, not the final plan.
What I am asking of you
I know that trust has to be earned. I am not asking you to trust Paddle Scotland on the basis of this letter. I am asking you to give us the space to demonstrate it through our actions and to hold us accountable when we fall short.
But I also want to be honest about something the review made clear: the responsibility for changing the culture of Scottish paddlesport does not sit with Paddle Scotland alone. It sits with all of us.
Some of what has held this community back has come from within it. Individual agendas put ahead of collective good, clubs in competition and a lack of a supportive environment. This has to change and Paddle Scotland cannot change it on its own.
I am asking for something straightforward: show up for each other. Support the volunteers who give their time. Welcome new ideas even when they challenge old habits. If you have concerns, bring them. Constructive challenge is exactly what we need. But let’s agree that behaviour which undermines individuals, whether directed at volunteers, coaches, athletes, parents or staff, has no place in the sport we are trying to build.
Finally
I came into this role with a genuine belief that Scottish paddlesport has a strong future. Nearly two months in, that belief has not wavered, it has grown stronger. The passion is real. The talent is real. The willingness to change, which I have felt in almost every conversation, is real.
I look forward to developing this together with you.
Mark Ritchie
Head of Sport, Paddle Scotland
11 June 2026
Pathway Review: Actions & Areas of Focus
The following areas of focus have been shaped by the findings of the independent Talent Pathway Review and the community conversations that followed. They represent a direction of travel, not a finalised plan. We will share progress openly, learn as we go and refine our approach based on what works.
Sprint and Slalom are at different stages in their reset and evolution. Some of what follows will move faster in one discipline than the other, and that is to be expected. What applies across both is the commitment to do this properly rather than quickly.
It is also recognised that any future pathway must sit within, and be connected to, the wider recreational ecosystem of paddlesport - supporting participation, enjoyment, progression, and long-term sustainability across the sport as a whole.
Stronger Clubs, Better Environments
1. Support Stronger and More Sustainable Clubs
Supporting clubs to grow sustainably for the long term - not just as environments for performance, but as the foundation of Scottish paddlesport.
- Share learning and good practice around governance, sustainability and long-term planning
- Help create stronger and more resilient environments for paddlers, volunteers and coaches
- Support clubs to grow their membership and broaden their reach
2. Bring More Coaching Into Clubs
Paddle Scotland coaches will be more regularly present within targeted club environments, supported by the new sportscotland club investment.
- Develop more consistent, high-quality training opportunities week in, week out
- Build genuine working relationships with club coaches over time, not just occasional visits
3. Build Stronger Local Training Environments
Create regular, reliable opportunities to paddle closer to home, reducing the burden of travel on paddlers and families.
- Focus on key cluster locations to build consistent weekly training opportunities
- Better use of evenings, weekends and school holiday periods
Developing Coaches and Coaching
4. Support and Develop Coaches
Work alongside club coaches within their own environments, not just delivering sessions independently.
- Share ideas, session design and good practice across clubs
- Create opportunities for coaches to learn and develop together
- Invest in coach confidence as well as qualifications
- Develop collaborative working between staff, funded club coaches and volunteers
5. Introduce Off-Water Training and Education
Build better habits and physical preparation for paddlers at all levels, and support everyone involved to understand the principles behind good development.
- Provide guidance on strength and conditioning
- Support paddlers to train productively outside of water sessions
- Explore education opportunities for paddlers, coaches and parents linked to the Paddler Guidance frameworks
6. Introduce Development Camps and Learning Opportunities
Explore opportunities to deliver a minimum of three development camps per year during weekends and holiday periods. These camps would aim to:
- Increase quality training time and shared learning experiences
- Support coach development and cross-club collaboration
- Provide education opportunities for paddlers and parents
- Reinforce expected standards, behaviours and team culture
Better Experiences for Paddlers
7. Increase Time on the Water
Create more frequent, accessible opportunities to paddle across the week.
- Better use of pre-education, post-education and post-work windows
- Encourage regular participation and build positive training habits over time
8. Create Clearer Progression for Paddlers
Every paddler deserves to understand where they are, what ‘good’ looks like at their stage and what they need to do to progress. We will make that clear.
- Develop and share Sprint and Slalom Paddler Guidance Frameworks
- Ensure progression expectations are transparent and fairly communicated to paddlers, parents and coaches
- Support those who aspire to move further within the pathway as well as those who simply want to enjoy and improve
9. Stay Open and Inclusive
Sessions and opportunities will remain open to all ages and stages. The pathway exists to develop paddlers at every level, not just those heading toward the top.
- Focus on building participation, energy and consistency within clubs
- Particular emphasis on supporting young paddlers for the future
- Ensure that pathway development does not come at the expense of broader participation
A More Aligned and Connected System
10. Improve Alignment Across Paddle Scotland
Development, Performance and Operations working as one organisation - better communication, better planning and better decisions.
- Use the sportscotland mission-based approach and reflective tools to support monitoring, learning and improvement
- Ensure that what happens in clubs, on the water and at the performance end of the pathway is genuinely joined up
11. Establish a Pathway Action Group
Paddle Scotland will establish a Pathway Action Group to guide, challenge and support the implementation of the review recommendations. The group will:
- Help ensure the system remains connected to community needs
- Monitor progress and emerging challenges
- Provide honest reflection on delivery and direction
The group will include members who will add genuine challenge, not just support. We will be transparent about who is involved and how they are selected.
12. Strengthen Alignment with Paddle UK and the Wider Performance System
Build strong, cohesive links with Paddle UK and the wider pathway to maximise shared understanding and support Scottish paddlers to succeed at every level.
- Paddle Scotland should be ambitious and proud of supporting Scottish paddlers into the wider World Class system - with the right habits, behaviours and foundations to succeed in high-performance environments
- Scottish paddlers returning home should feel genuinely connected and welcomed within the Scottish paddlesport community - the same principle applies to Scots contributing in coaching, volunteering, officiating, leadership and support roles across the system
How We Will Work
13. Make Better Use of Data
Use tools such as Spond to better understand who is attending, how often and where opportunities and gaps exist.
14. Pilot, Review and Learn
We will start with a small number of environments and initiatives, learn honestly from what works and refine our approach before expanding.
15. Align with sportscotland Club Funding Opportunities
Utilise the new sportscotland club funding to create a more connected and sustainable system across development and performance.
- Work alongside new funded club coaching roles within targeted environments
- Reprofile the Paddle Scotland coaching workforce to better align with club infrastructure and long-term pathway needs
- Establish clear shared agreements to support accountability and long-term sustainability
These are the emerging areas of focus. They will develop as we learn and as the community shapes them with us. Our goal is to build stronger club environments where paddlers can train more often, improve consistently, access high-quality learning opportunities and enjoy the sport. We are in this together.
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