BC DIVING STRATEGIC PLAN. November 2017

Transcription

1 BC DIVING STRATEGIC PLAN November 2017

2 BC DIVING STRATEGIC PLAN OVERVIEW The Strategic Planning Discussions for the period was held throughout October and November The group discussed the successes and challenges of the previous planning cycle and move forward with a number of initiatives to strengthen and grow the sport over the next four years. The issues of facility development and access, the ability to provide optimal training opportunities for divers, the on-going need for trained coaches and officials, requirements to provide better service and programming in outlying regions and revenue generation all held focus in the cycle and have been addressed again in the Strategic Plan. Members provide valuable input to the process through a survey and interviews. BC Diving will continue to develop and implement programs based on the principles and values of the Canadian Sport for Life framework and the Diving Plongeon Canada Long Term Athlete Model, as well as the BC Diving High Performance Athlete Plan. BC Diving Vision BC Diving is a leader in diving in Canada with a culture of excellence and innovation. BC Diving Values RESPECT among all members and stakeholders ACCOUNTABILITY for decisions and resulting impact a FAIR and EQUITABLE environment for all participants action with INTEGRITY INCLUSIVITY in programs and services CHAMPIONING the pursuit of excellence BC Diving Mission Statement We are dedicated to developing, supporting and promoting springboard and platform diving throughout British Columbia by encouraging participation, growth and personal excellence for everyone. PLAN PILLARS, GOALS AND COMPONENTS The BC Diving Strategic Plan has been developed around four main Pillars of work. Each Pillar has a goal for the planning cycle to describe an outcome and provide direction. The Pillars are further divided into Components to reflect the logical categories or topics within which the association programs, services and activities are managed. The schematic below depicts the BC Diving Strategic Plan Framework for BC Diving Strategic Plan - DRAFT 2

3 PILLAR ATHLETE COACH SUB- PILLARS SPORT SPORT PERFORMANCE BUSINESS SYSTEMS PILLAR GOAL To teach each diver to train and dive correctly To develop coaches with goal oriented excellence To have fully accredited officials in every region of the province Organizational sustainability and professionalism 1. Participation 4. Talent Identification(HPAD) 8. Coach Recruitment 11. Officials Recruitment 14. Member Services 20. Promotions & Communication COMPONENT 2. Club 3. Community 5. Training & 6. Competitions 7. Athlete services 9. National Coaching Certification Program 10. Training & (HPAD) 12. Certification 13. Training & 15. Financial Management 16. Governance 17. Human Resources 18. Revenue Generation 21. Sponsorship 22. Fundraising 19. External Partners BC Diving Strategic Plan - DRAFT 3

4 STRATEGIC OBJECTIVES Strategic Objectives describe the initiatives and strategies within each Component that will be developed and implemented over the next 4 years. ATHLETE COACH SPORT SPORT PERFORMANCE BUSINESS SYSTEMS 1. Participation Increase the number of divers by 10% over 4 years through improved sport awareness and promotion about the attributes and benefits of diving Continue to apply the principles and values of Canadian Sport for Life in diving development Work with clubs and like sports to develop tactics around shared training opportunities Create retention initiatives that recognize achievements, communicate programs and opportunities, and encourage divers to be part of the diving community Work with municipalities, institutions and facilities to build awareness about the sport, and the current and future needs of clubs for training and development Ensure that an appropriate number of development competitions are held to retain and provide opportunities to achieves for newer divers 4. Talent Identification Continue with Talent ID program, and HPAD initiatives with High Performance Coach. Develop and distribute Talent ID program that focuses on 5 12 year olds (8) Follow HPAD program with focus on 3 regional centres. 5. Training & Maintain a standard structured training plan and schedule in order to achieve a consistent and unified training program that is appropriate for each level of athlete Work with facilities to develop strong relationships that optimize pool access, teach best practices and provide for proper dryland equipment and storage Ensure that coaches are trained and kept up-to-date in the proper use of all equipment, resources and tools to optimize the development of their divers 8. Coach Recruitment Develop a coach recruitment initiative that targets current divers Provide assistance to coach hiring endeavours by member clubs or facilities that will elevate and strengthen the coaching community for BC divers 9. National Coaching Certification Program Develop an NCCP implementation strategy that meets the needs of all regions and growing clubs Ensure that BC has adequate ownership of NCCP delivery in the province with an appropriate number of Learning Facilitators and Evaluators 10. Training & Develop and provide an appropriate set of resources for performance coaches, including an inventory of exercises, drills and activities (through help of HP Coach director 11. Officials Recruitment Maintain an officials recruitment strategy that targets parents, club members and former divers Maintain and communicate materials that outline the structure and levels of officiating Provide a consistent annual calendar for program delivery 12. Certification Ensure that the Officials Program is properly maintained with up-todate records and provision of current rule books and program information to all officials according to Diving Canada Develop with Diving Canada a certification and evaluation implementation strategy that meets the needs of all regions and competitive levels 14. Member Services Maintain and enhance all member services to ensure that all members are engaged Promote what BC Diving does for the membership. Use technology to enhance member services Include clubs in fundraising opportunities as they arise to ensure BC Diving and clubs fundraise as required Viasport, Gaming and to increase funds Develop and implement advocacy tactics for facility development and support clubs with their facility issues 15. Financial Management Maintain financial transparency with the Board and all members to ensure credibility Develop and maintain financial systems to assist in planning, good decision- 20. Promotion & Communication Ensure regular, open and effective communication with all members using the website, and facebook as the key communication vehicle Enhance the promotion of springboard and platform diving through support services and resources for member clubs Resources section on Website to include resources for all members. Create promotional events and activities for the sport Develop and implement a merchandizing program to promote the sport and the organization 21. Sponsorship Develop and activate a BC Diving sponsorship package to enhance the fundraising program. BC Diving Strategic Plan - DRAFT 4

5 ATHLETE COACH SPORT SPORT PERFORMANCE BUSINESS SYSTEMS 2. Club Help build capacity in member clubs through the development/ maintenance and/or provision of tools and resources that assist with sport growth and development, club governance and management. Develop a communication and support system for clubs with funding opportunities such as gaming, development funding for clubs and local grants. Support LTD participant transition into clubs programs Support and encourage clubs to develop and maintain relationships with other sport clubs, local networks and multi-sport delivery agencies Increase club visibility in community recreation plans and guides 3. Community Provide support for a stronger connection between member clubs and community diving through inclusion of LTD programs in selected competitions, activities and services. Develop and provide the level and standard of training environments and educational opportunities to encourage post-secondaryaged divers to stay in British Columbia to train and develop Hold regional and provincial training camps for identified athletes and coaches 6. Competitions Work with Diving Canada calendar Develop a quadrennial calendar of events and competitions that provides the best opportunity for BC divers to develop and achieve Establish an incentive program through competitions for athletes and coaches 7. Athlete Services Ensure HP athletes have access to quality services and an affordable rate Provide information as required to enable athletes to modify educational programs in support of their HP training and competitions Develop and provide coach training opportunities at competitions and camps Develop a coach-retreattype experience for identified coaches to learn from each other and guest coaches Develop a standardized resource tool to promote and encourage coaching consistency throughout the province Make use of technology to facilitate coach training and achieve higher coaching standards Develop a mentorship program for junior and lessexperienced coaches to learn from senior coaches Develop information on the role and expectations of officials for delivery to athletes at competitions and other appropriate opportunities 13. Training & Develop and provide opportunities to officials through the website, meetings, training opportunities and/or clinics to ensure that officials are aware of current trends and expectations Make use of technology to facilitate officials training, communication and constant training for improvement Develop an officials mentorship program to help train and develop less-experienced officials Recognize and reward the achievements and contributions of officials making by the Board and to maximize public funding Review the adequacy of the contingency fund annually to ensure financial sustainability and aim to have at least 10% of budgeted expenses in the fund 16. Governance Review BC Diving governance regularly to ensure effective leadership and decisionmaking Define roles of Board members. Develop skills of all Board members. Assist clubs as required regarding governance issues, policy development and plan alignment Identify and recruit individuals with appropriate skill sets to the Board Develop a comprehensive Policy manual all inclusive. Ensure that the Strategic Plan is properly monitored and up-dated as needed 17. Human Resources 22. Fundraising Organize one (2-4) fundraising event per year to increase self-generated revenue BC Diving Strategic Plan - DRAFT 5

6 ATHLETE COACH SPORT SPORT PERFORMANCE BUSINESS SYSTEMS Maintain appropriate Human Resource policies and procedures based on current laws and employment standards 18. Revenue Generation Increase self-generated funding by 5% during the planning cycle Pursue all appropriate grant opportunities from public and private sources Review of the Prov l Championship fees 19. External Partners Improve the programming and service delivery capabilities of BC Diving through the development and maintenance of partnerships and collaborations with likeminded sport organizations and multisport service agencies BC Diving Strategic Plan - DRAFT 6

7 BC Diving Strategic Plan - DRAFT 7