Strategic Imperatives

1. Strategic Imperatives • Healthy Club System • High Performance • The “Canadian” Canoe • Leadership • Organizational Effectiveness Brand Leadership Organizational Effectiveness

2. Healthy Club Systems • Municipality push for more visibility within the community (not just at the boat house) • Effective profile of clubs and offerings on CKC website – our storefront • Celebrating success with strategic media pushes with the respective community • Active dialogue in how to impact (@agm etc) Enable clubs to enhance their profile and their contribution in their communities

3. Healthy Club Systems • Further investigate strategic partnerships with other NSOs and other NGOs (eg. Red Cross) • Work with coaching development to ensure adequate support at the same time as any initiatives • Support the promotion of club best practices • Infrastructure support Increase multi-discipline/multi-boat/multi-sport programming across the club system

4. Healthy Club Systems • Create an NCCP model that reinvests back into the clubs strengthen the technical leadership in clubs

5. High Performance • Constant lobbying and partnership with OTP/Sport Canada/COC/B2Ten • Produce a strategic hosting policy and actively engage in its implementation • Partnership with 2013 and funding • Partnership with 2015 • Engage in annual review and benchmarking • Partner in the effective implementation of Canoe 09 Strengthen the sustainability of the high performance “system”

6. The “Canadian” Canoe • Engage with the ICF from our Cdn perspective and with like-minded NFs to ensure the programs (worlds/WC/OG) reflects this value • Produce a communication campaign in partnership with the clubs • Audit CKC activities to ensure we are living this motto! Produce a plan for successive years to edit, as required Champion the movement towards the equality of the Kayak and Canadian canoe disciplines internationally

7. Leadership • Effective implementation, monitoring of the strategic plan • Establish meaningful roles for volunteers and staff: • Clear job descriptions • Performance review & evaluation system • Recognition and compensation • ….volunteers • Terms of reference • Profile of contribution • Recognition of contribution Increase the volunteer and staff leadership capacity through sprint racing

8. Leadership • Work to establish the current baseline and identify gaps • Survey for current officials on job satisfaction • Create a recognition program • Produce a revised officials policy Sustain a system for the recruitment and progressive development of Canadian and International Officials

9. Leadership • Create an international influence policy to direct staff/volunteers on priorities and united messaging ICF strategies (current) • Initial engagement with like NFs on Olympic Games Program….charter • Women’s canoe • Participate in identified OTP/COC/CAC/Sport Matters/Government of Canada initiatives (eg. official languages committee/SFAF influence) • CanMas; DBC; Outrigger Maintain CKC’s influence in Canadian sport and international canoekayak

10. Organizational Effectiveness • Create and protect the brand • Implement a communication strategy of the strategic plan and create the platform for members to utilize/build on the national vision • 3-year partnership television deal (sprint and slalom) • Mazda KnockOut • Work to create a corporate brand, documented, endorsed and implemented • Continue to build a strategic media relations activation plan • Continue to profile the Public Relations initiative with KidsSport • Profile the work of Canada’s NT in PR • Internal communications – effective technology usage • Engage in an Alumni program • Online/Social media strategy -shareware • Photo library – video library strategy – shareware • Individual athlete support Enhance the profile of CanoeKayak

11. Organizational Effectiveness • Sport Canada application/ negotiation for Olympic quadrennial funding 2013-2017 • OTP management/B2Ten Management • Successfully renegotiate the sponsorship with Mazda • Create an improved sponsor servicing plan which all staff participate • Formalize sponsor strategy and offerings • Create prospecting database and engagement strategy • Continue to support partnership with Nelo and Level 6. • Individual athlete sponsorship policy • Surplus investment policy • Create an NCCP financial model that delivers return for reinvestment back into development • Assess all financial programs costs to users vs. total expenditure Maximize external revenue available from both government and private sector sources

12. Organizational Effectiveness • Current governance under review • Structure (CKC/Sprint/Slalom) • Terms of reference • Board member training and evaluation • AGM review/mtgs • NPCA compliance – 3-year window • Review of existing policies: • Hosting; Harassment; international influence; sponsorship; Officials; investment; equity policy Ensure that our governance system enables the association to achieve its goals

13. Organizational Effectiveness • Hosting Policy (org wide) • 2013 • 2017 • Legacy Policy (org wide) • Canoe 09 Enhance the competition and training infrastructure in Canada

14. OUTCOMES • 3rd in 2016 • Olympic/Paralympic medals • National medal ranking 2016 – 5th place or higher (1 gold/plus 2 or3 other medals, including silver) • Midget/Juv #; m/f • # of new competitive members • % of retention of members

15. Benchmarking Integration into each Strategic Imperative • Effective use of surveys • Effective development of meaningful benchmarks • …..accountability to the system (rather than tactics reports)

16. Next Steps • Interdependence activities • Bi-weekly meeting • Actions/notes • LL to provide • Others to circulate relevant documents • Retreat • Job descriptions - October 30th? • AGM Planning – presentations to strategic plan • Reports/sessions/presentations

18. Domestic • Insurance • DB – provincial statement and program • Internal review • DBC and ICF • Sports Camp within canoe clubs (FMS – Run Jump Throw) • LTAD – Rule change at agm – national and alternate entry pathway Modify Canada Games

19. 2017 due Oct 15 – Canada Games and Para Canoe

20. Strat Plan Language • Core Values provide fundamental enduring direction. • Vision reflects the long-term aspiration of the association. • Outcomes articulate the vision as a small number of measurable results. There are both long-term outcomes – in this case 2016 – and annual outcomes. Outcomes provide an overall barometer of success and a powerful statement about what the association intends to achieve. • There are four Strategic Imperatives which set out the areas in which changes must occur over the long-term; the change that is needed is expressed as a Strategic Goal. • For each strategic goal, there will be a handful of critical drivers. TheLong-term (2016) Objectives state what needs to be accomplished in long term to accomplish the strategic goal.

21. Next Steps • Annual Objectives state the scope and scale of the changes that are targeted for the current year. Together these objectives lead to the achievement of the Annual Outcomes. • Tactics are the specific activities that need to be done to achieve the annual objectives. A budget and priority is assigned to each tactic and the person/committee accountable to deliver the tactic is stated. This information can then be translated to staff and committee work plans and used as the basis of performance monitoring and review.

22. Organizational Chart International • Club Programs/Development • LTAD; PaddleAll; nationals • Aboriginal; Club Excellence • Officials John Edwards Domestic Development Director WW support Peter Niedre Coaching Development Director • High Performance Coach initiative • NCCP • Coaching Development Director General Barney Wainwright High Performance Director • Performance – Olympic and Paralympic • Governance/Board support/leadership • Operational Excellence • Shareholder Liaison • Stakeholder Liaison • Marketing/Brand /media relations • Cdn Sport system (COC/Sport Canada/system) • ICF Coaches/IST High Performance Manager • National team logistics • Financial Management Sally Finance Manager WW High Performance Manager Ian Miller Communications Manager • Event Management • Sponsor activation & servicing • Website/communication WW Coach Nicole Office Manager Shared with Canada Games

23. Sportlaw.ca • One possible major change to an organization’s operations is that any major adjustment affecting membership categories may only be passed with voting consent of the affected categories – even if those categories were not originally assigned voting rights. In fact, the new law provides that all members (voting or non-voting) must be given a say in certain fundamental changes to the organization’s bylaws.  During the three-year window in which to comply with the NPCA (the time in which constitutions and by-laws should be reviewed) organizations may wish to preemptively revise their membership categories while still incorporated under the CCA-II…..

24. Some highlights • Certificate of compliance • No need to file by-laws • Access to information • Directors and latitude • Appointed vs elected • Conflicts of interest rigour • Remuneration • D&O Liability

25. NCCP • Opportunity for cross over with WW and Canoe Kids • Branding and messaging around NCCP development and naming • Business model around the NCCP • HP input into the Advanced coaching diploma • Mentorship at all levels for coaches • Other disciplines under ELCC – marathon etc • Gradations and 2/4s • Create the pathway for coach certification understandable! marcom help.

26. LTAD • Getting coaches and clubs to read the LTAD doc and Canoe Kids • Why are we not getting the right athletes in the training to train stage? • LTAD and the priority need for communication • Share training guidelines/terminology for athletes with WW • The need to discuss how to communicate out the material/content that we produce

27. Centralization • Internal communications issue and alerts mail lists needs review - Ian to lead • Use of Paddles Up • BW to create the chart with development centres