STRATEGIC PRIORITIES

Transcription

1 STRATEGIC PRIORITIES

2 TABLE OF CONTENTS Introduction RCA Purpose Vision RCA Critical Success Factors RCA Strategic Boat House Strategic Pillars High Performance 11 Sport Development 14 Organizational Sustainability 16 PHOTO CREDITS Merijn Soeters Kevin Light Photography kevinlight.photoshelter.com 2 3

3 INTRODUCTION The Rowing Canada Aviron (RCA) vision is for Canada to be a leading rowing nation. Our desire is to be an exemplar of best practice in the development of our sport in Canada as well as achieve sustainable success on the international stage. The success of our athletes at World Championships, Olympic and Paralympic Games inspires Canadians. Rowing is more than a sport. It offers those involved the opportunity for personal growth and fosters excellence. RCA has a critical role in promoting and representing rowing as a sport that positively impacts everyone involved. This is a plan for RCA to implement a set of strategic priorities over the next 2 years ( ). This foundational plan captures priorities that we are already working towards and defines additional priorities that are critical to achieving our vision. These priorities are transformational in nature and result in the building of important capability for RCA. This is the change agenda for our organization that will set the stage for the following strategic planning cycles. For simplicity the RCA strategic priorities are categorized under three pillars High Performance, Sport Development and Organizational Sustainability with the understanding that several of the priorities will impact more than one of the pillars. The plan incorporates priorities where work is already underway including the New Membership Model; National Training Centre and Facilities Strategy; Next Generation (NextGen) Strategy; NextGen Coach Mentorship; as well as Alumni and Supporter Relations Strategy. There are also priorities with respect to enhancing communications, marketing and reporting that are necessary to improve our core organizational capabilities and will enable us to amplify the impact of other priorities. Coach development has been made the focus of three of the eleven strategic priorities. This is a deliberate choice based on our knowledge that improving coaching can have a significant and immediate impact on moving our sport forward. It is the intention to increase investment of resources in grass roots, coaching pathways and the development of our national team coaches. RCA recognizes the need to pay particular attention to supporting the development of high potential female coaches. RCA will undertake further consultation and research, building on previous work, to better understand the opportunities in our sport. The growth of rowing in Canada is dependent on our ability to foster a sport that appeals to the diverse wants and needs of current and future Canadians. In the I am a Canadian Rower priority, we will look for new ways to grow the number of people who identify as a rower while honouring the tradition that has made our sport what it is today. One of our greatest strengths is our passionate and dedicated rowing community. RCA can only deliver against its aspirations in partnership with that community. Embedded within each of the priorities is work to identify key stakeholders and a communications strategy that involves consultation and engagement with our community. 4 5

4 RCA PURPOSE RCA PURPOSE INSPIRE GROWTH and EXCELLENCE in Canada through the sport of rowing RCA VISION VISION CANADA IS A LEADING ROWING NATION To be a leader and an exemplar of best practice in sport development as well as sustainable success on the international stage. To be seen as a nation that is pushing boundaries and challenging the status quo as we seek to grow and get better everyday. 6 7

5 RCA CRITICAL SUCCESS FACTORS OUR BEHAVIOURS INNOVATION >> Push the boundaries and take calculated risks >> Encourage cutting-edge thinking, tactics and approaches >> Embrace best practices and adopt latest technologies EXCELLENCE >> We set bold goals and strive for the best outcomes in everthing we do >> Challenge ourselves to grow and get better everyday >> Celebrate our success, recognize and learn from our mistakes PARTNERSHIP >> Build alignment and foster collaboration between staff, volunteers and member organizations >> Recognize we are stronger when we are inclusive and embrace diversity >> Actively seek new opportunities to work with partners that can further our purpose PURPOSE INSPIRE GROWTH and EXCELLENCE in Canada through the sport of rowing VISION Canada is a LEADING ROWING NATION CRITICAL SUCCESS FACTORS INNOVATION EXCELLENCE PARTNERSHIP STRATEGIC PILLARS RCA STRATEGIC BOAT HOUSE HIGH PERFORMANCE SPORT DEVELOPMENT ORGANIZATIONAL SUSTAINABILITY CORE STRATEGIES Podium Performance Optimize the Pathways Grow our Capacity Enhance the Experience Improve Organizational Effectiveness Grow Influence and Value Ensure that a High Performance system is in place to maximize and sustain podium success at the World Championships, Olympic and Paralympic Games In partnership with Provincial Rowing Associations, work with clubs, schools and universities to identify, recruit and develop a strong sustainable pool of able bodied and Para athletes and coaches to ensure our future success. Secure and expand the number and quality of waterways and facilities for people to enjoy all aspects of our sport. Recruit, train and develop the volunteers, coaches, officials and umpires to support the anticipated growth of our sport. Create a compelling and satisfying experience that encourages everyone to join and stay in the sport. Whether a volunteer, coach, umpire, competitive or recreational rower you have the chance to grow through enjoyment of the sport of rowing. With full engagement and alignment of volunteers, staff and leadership develop all the capabilities to be a leading National Sports Organization through efficient and effective internal structures and systems. Raise the profile of our sport in Canada and maintain our international influence. Through enhancing and developing relationships and partnerships secure funding and generate new sources of income. COMMUNICATION 8 9

6 HIGH PERFORMANCE STRATEGIC PILLARS 1.1 PODIUM PERFORMANCE Ensure that a High Performance system is in place to maximize and sustain podium success at the World Championships, Olympic and Paralympic Games A strategic review will be conducted to establish a long-term National Training Centre (NTC) and Facilities Strategy that maximizes competitive advantage for RCA s High Performance Programs. RCA s High Performance Coach Enhancement Program is designed to provide meaningful personalized development for our most experienced coaches. Establish a World Class daily performance C oach centered development approach involving Enable optimal preparation for Tokyo 2020, Development focus on leadership, communication High Performance Facilities Strategy environment that promotes progress against a defined set of key performance metrics (on and off the water) Paris 2024 and Los Angeles 2028 High Performance Coach Enhancement Strategy Our Best Getting Better detailed gap analysis based on feedback and benchmarking against high performance coach competencies and technical proficiency Align with the requirements of the Long-Term Athlete Development Framework and integrated with the RCA NextGen Strategy 10 11

7 HIGH PERFORMANCE STRATEGIC PILLARS 1.2 OPTIMIZE THE PATHWAY In partnership with Provincial Rowing Associations, work with clubs, schools and universities to identify, recruit and develop a strong sustainable pool of Olympic and Paralympic athletes and coaches to ensure our future success NextGen Strategy Drive Canadian High Performance Coaching Strategy Grow Our Own Integrated Para Rowing Strategy The NextGen strategy is focused on progressing rowers five to eight years away from an Olympic/Paralympic podium. The approach aims to positively impact the established athlete pathway by working in partnership with up to five clubs and/or universities identified as NextGen HUBs. Existing programs are enhanced through the additional coaching resources and improved access to sports science and sports medicine expertise. Build on proven Row to Podium talent identification and monitoring methodology Move away from sequestered talent identification to the development of talent within an enhanced program Revitalized relationships with Canadian rowing universities and high performing club programs Reaffirm the role of clubs and schools as critical in the recruitment and development of juniors Identify quality male and female coaches in Canada and through a mentor/mentee relationship, build a personal development strategy to address gaps in their skill sets to enable them to become world-class international level coaches. Targeted coaches are engaged in professional systematic development strategy Canadian coaches will be leading candidates for National Team Coaching and Leadership positions Targeted coaches will elevate their programming To increase inclusion and participation of athletes with visual or physical disability in rowing through targeted outreach and broad awareness. Additionally, design and implement a performance orientated Paralympic Development Program that is fully integrated into the high performance pathway. Raised awareness of how athletes with visual or physical disability fit within the sport of rowing Strong relationships with disability programs so that rowing is front of mind as an option Growth in the number of Para-programs and Paraathletes at clubs and universities across Canada Para rowing talent identification, recruitment and development fully integrated with able-bodied NextGen programs 12 13

8 SPORT DEVELOPMENT STRATEGIC PILLARS Secure and expand the number and quality of waterways and facilities for people to enjoy all aspects of our sport. Recruit, train and develop the volunteers, coaches, officials and umpires to support the anticipated growth of our sport. Create a compelling and satisfying experience that encourages everyone to join and stay in the sport. Whether a volunteer, coach, umpire, competitive or recreational rower, you have the chance to grow through enjoyment of the sport of rowing. GROW OUR CAPACITY ENHANCE THE EXPERIENCE Coaches are the lifeline of our sport. Improving the quality and consistency of coaching is the best way to elevate the experience and attractiveness of our sport. We will design and implement a compelling national program to get every coach registered, educated and certified in the next 3 years. Development of tailored membership system is underway to accommodate the new RCA membership model. From April 2018 all Canadian rowing participants will register under a single base membership category. Rowing participants who choose to compete will do so by way of pay as you play. The growth of rowing in Canada is dependent on our ability to foster a sport that appeals to the diverse wants and needs of current and future Canadians. We will look for new ways to grow the number of people who identify as a rower while honouring the tradition that has made our sport what it is today. Improved awareness and appreciation of the value of Going forward fees are linked to level of participation I dentify highest impact strategies and approaches Every Coach Certified Great Programs Based On Great Coaches coach education and certification across our sport F ocus on coaching as a way improving our sport and growing participation T he first experience of every new participant will be with a qualified and certified coach I nvestment in an enhanced coach education system New Membership Model F inancial barriers to first competitive experience for new rowers are removed R CA will benefit from improved methods of tracking participation through the new event management system My Experience I Am A Canadian Rower to grow diversity and participation M ore Canadians see the benefits of rowing in all its new and revitalized forms O ur sport is more inclusive and participation better represents the diversity of the communities in which we operate with an increase in the number of coach developers 14 15

9 ORGANIZATIONAL SUSTAINABILITY STRATEGIC PILLARS 3.1 IMPROVE ORGANIZATIONAL EFFECTIVENESS With full engagement and alignment of volunteers, staff and leadership develop all the capabilities to be a leading National Sport Organization through efficient and effective internal structures and systems. 3.2 GROW INFLUENCE AND VALUE Secure funding and generate new sources of income through enhancing and developing relationships and partnerships Forecasting and Reporting Strategy Turn the Lights On Communications Enhancement Strategy Marketing Strategy Tell our Stories Alumni and Supporter Relations Strategy Get Our Community Onboard / Behind Us To have timely, accurate qualitative and quantitative data available to see what is coming; inform decision making; improve delivery effectiveness; drive value generation; and accountability for performance. Always have the information we need to make evidence based choices More effective and efficient use of the resources we have available Drive progress (and accountability) in delivery of operational and strategic priorities All people with a connection or interest in RCA activity consistently receive or can reach the information appropriate to their needs. People can make contact, share information, give feedback, seek clarification and expect to receive a response from RCA. All communication happens in a timely manner in one or both official languages as appropriate. Prioritization is given to investment and allocation of communications resources All areas of RCA activity have a proactive communications and engagement plan Enhanced digital media and collaborative communications tools in place Use powerful stories to inspire and inform (and remind) Canadians about the power and benefits of rowing to elevate and transform. The aim is to grow the attractiveness and participation in our sport. Develop, define and articulate a national rowing brand that reflects the best of what our sport represents and what we want it to represent so that it continues to grow in attractiveness in the future Once established, develop and implement an integrated story based marketing and promotional campaign that enhances engagement of current rowing community and improves recognition/public awareness of rowing with Canadians Implement a deliberate and sustained engagement strategy to mobilize a passionate group of rowing alumni and supporters to further RCA s purpose. The outstanding achievements of our community of alumni and supporters are recognized and celebrated Additional sources of revenue and value in kind are generated to support RCA projects and programs Increased access to key relationships and people of influence in support of moving forward RCA strategic priorities 16 17

10 18 ROWING ROWING CANADA CANADA AVIRON AVIRON STRATEGIC STRATEGIC PRIORITIES PRIORITIES

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