Charting a Path

1. Charting a Path … to continued EXCELLENCE!

2. Introducing the team • Facilitator: • Patricia • I will: • facilitate and coordinate • Challenge where necessary • “Participants”: • You are experts in the field • You will • Analyze the SWOT, develop a vision, analyze the gaps and develop a plan

3. Outline of the weekend • Saturday • Welcome • Review of process, situation audit • Free-flow visioning • Gap Analysis • Building a Plan • Sunday • Review and Revisions • Final Prioritization • Putting it all together with measures

4. Guiding Principles • Respect and Equality • Creativity with an open mind • No “sacred cows” • Cooperation and Support • Honesty and Openness • No Right or Wrong – only ideas – be bold • Allow everyone to participate; Listen • Celebrate with passion – and have fun!

5. Round Table Welcome

6. Outline of Planning Project • STEP 1: • Situation Audit: where have we been and where are we now? • STEP 2: • Building a Vision: where do we want to be and when do we want to be there? • STEP 3: • Planning for the Future: how do we get to our vision? • STEP 4: • Monitoring and Evaluating the plan: are we moving towards the vision?

7. “Far more important than the plan document is the planning process itself.” Carter McNamara, Business Planning

8. Mission & Vision Statements Our Mission Statement "The Central Ontario Section of Skate Canada, within its authority and capability, will endeavour to improve, encourage, advance, promote and regulate skating throughout the Section for the benefit of its skaters.” Skate Canada - Central Ontario: Providing Skating Opportunities and Smiles.

9. Skate Canada Pillars of Success

10. Update – Situation Audit Summary of Survey Results and Section Statistics

11. Survey Overview • Survey conducted on-line • Selective questions – the questions you were asked were determined by the answers to previous questions • Distributed to Board Members, Club Executives, Officials and Coaches • 164 completed surveys • 66% of respondents have over 15 years experience in Skate Canada in some role • 79% with more than 10 years

12. Survey Overview • Most respondents were club executives, however there was a good cross-section of roles represented in the responses – the average respondent had two different roles

13. Survey Overview • Limitation: • Remember, this survey was of those people who are committed to the objectives of the club or the organization. The vast majority (~90%) are directly responsible for design or delivery of program. The hypothesis is that they would be inclined to be more satisfied with the programs than those not connected to the delivery of the programs (i.e., parents not otherwise involved; skaters, etc). • For future, it would be interesting and useful to be able to solicit the input of parents and skaters of the programs and compare the outcomes to those of those closely associated to the delivery

14. Survey Overview • Respondents were most familiar with CanSkate and StarSkate, and least familiar with Synchronized skating and Power skating.

15. Athlete Development • Survey respondents indicate a general satisfaction with the skater programs offered in the clubs • Coaches were marginally less satisfied – but not at a level of statistical significance

16. Athlete Development • Section Program Delivery – generally satisfied, but room for improvement is illustrated • Note – less bias in this result as much smaller proportion of respondents were responsible for design/ delivery (14%)

17. Athlete Development • Some random comments: • (seminars)I think there should be more feedback for the parents at the under 12/under 14 seminar, in particular, the staging camp.<…> was rather bewildered and dissatisfied with the whole event and came away thinking "What was the point?“ • (StarSkate): Holding skaters back at the lower levels is epidemic. I do it too- I have to, to compete or my kids will be last in every event. • (Competitive): COS should perhaps consider focusing some energies on the Jr to Sr level skaters to try and give them additional opportunities

18. Human Resource Development • Good News • Individual officials indicate satisfaction with their participation in the sport • Individual club executives indicate satisfaction with their volunteer management position • Respondents are consistently satisfied with the quality of coaching in club programs

19. Human Resource Development • Challenges • Level of activity of officials is very high – and still the “supply” of officials time is not high enough to meet the demand • Test and competition standards continue to be identified as being inconsistent • Clubs indicate that it is difficult to recruit and maintain volunteers • majority of clubs indicate that there are currently not enough volunteers to operate programs effectively

20. Human Resource Development • Reconsider the experience profile of the respondents: • Only 13% of respondents who have been involved for less than 5 years!

21. Organizational Development • There is confidence in decisions, but decisions are not always supported by those impacted • Individuals believe they know their roles and responsibilities, but do not agree as highly that all members know their roles • Communication appears to be consistent and timely, but upward information could be more timely

22. Organizational Development • Analysis of responses in terms of Org. DNA reveals: • Board has a “just in time” profile • Generally a healthy profile • Strengths of “just in time”: • Has the ability to change tack without losing sight of the big picture • Has a “can-do” attitude, inspiring creativity and breakthroughs • Weaknesses of “just in time”: • Not always proactive in preparing for change • Short on resources, can easily burn-out human resources • Tends to be “one hit” wonders, rather than having sustained competitive advantage

23. Partner Development • Not considered in the survey • Will be considered during the weekend

24. SWOT Analysis

25. Organizational SWOT • Strengths • Good structure • Improved governance/ constitution • Organized finances • Some turn-over in the board • Email is almost universally available • Regional development system helps manage conflict/risk • Volunteer conference • Weaknesses • Board turn-over (too long/ too short) • Timing of volunteer conference • COS website not yet user friendly • Not sufficient hands-on communication • Too much on the same weekends • The treasurer on a club makes a big difference • Email is impersonal – and we no longer spend enough time talking to people in person • Hard to promote the club • Parents are busy… time a luxury • Board not trained to approach and integrate new volunteers • “what is risk management”

26. Organizational SWOT • Opportunities • New facilities • Websites – club/ section levels • On-line registration (not always successful -- $$ is a problem, but budget for merchant fees) • Email for communication • Blackberry (future?) • Cutting expenses is possible • Economically feasible to skate in club & school • Improving volunteer conference • Parent involvement in competitions • Communication from Skate Canada • Hooks to get people to AGM, events, website, etc. • More visibility and interaction between club and section & selling participation at AGM (personal touch) • Provide value to participation so that the knowledge is transferred • Clubs to invite area reps to meetings, etc. • Threats • Non-sanctioned programs hurting club membership – how to balance/ lack of separation in image from sanctioned programs • Membership base not predicable – hard to budget • Clubs vulnerable to external decisions • Skate Canada fee increase • Tone of emails (fast – not always “considered”) • Not meeting people face to face • Competition from other sports • Respect for other clubs and sections • Relationship gap between club/ section (85% proxies at AGM)

27. Partner SWOT • Strengths • Events perceived as organized • Athletes in FS are high profile in the media • Sport generally has an entertainment value • Great training centres • “unlimited” source of resources • Great experience • Geographic advantage – small by area • Weaknesses • Lack of communication with the public and sponsors • View sponsors are “donators” • Little return on value • Haven’t reached to the community to those who can benefit • Sport suffers from lack of public education • Media can highlight weaknesses of sport

28. Partner SWOT • Opportunities • Improvements to the website • Lots of internal communication focus – needs “entertainment” value for external communication • Opportunity for corporate partnerships • Working within the community – improving relationships with hockey • Competitions can be seen as an opportunity for more than revenue – it is an opportunity for exposure • Opportunity to partner with schools and community organizations to provide entry to competitions • Threats • Price is a threat • Family, community, admission • Suffering from a public indifference • Too many empty seats is not good for image, exposure or value • Hard to promote the sport with no spectators

29. Athlete SWOT • Strengths • CS: branded program • CS: coaches professionally accredited • CS: transition to a “Figure Skating” program exists with SS • SS: focuses on well-rounded development • SS: higher level of competitive opportunity • SS: exposure to all disciplines • Comp: JrNat – good competitive results • Comp: section houses very strong training centres • Comp/SS: good opportunities to compete – athletes don’t need to “travel” • Comp: high level events – skaters from other parts of the country/ world participate • Great synchro teams • Weaknesses (con’t) • Lack of a section based Talent ID program • Government policy doesn’t allow for personal donation to individual athletes – barriers to financial support • Weaknesses • CS: lack of public knowledge of the program/ brand (still seen as “figure skating”) • CPS: not known • CS: Talent identification – clubs are lacking tools and knowledge • CS: Lack of consistency of program standards • SS: Lack of opportunity for adult/ collegiate • SS: test standards – lack of consistency/ lack of resources • SS: WBP not consistently applied • SS: Too much competing – impedes on the skater’s development • Comp: medalists tend to concentrated to a small number of coaches • Comp: other coaches don’t tend to seek knowledge or provide alternate discipline choices for fear of losing a skater • Comp: Skaters in P/D need good disciplines specific development earlier • Comp: Jr/Sr (pre-National Team) has limited opportunity for development • Comp: Jr/Sr (pre-National Team) athletes can be isolated in training in smaller clubs • Not always buy-in for section development programs from the coaches • Synchronized not on the radar

30. Athlete SWOT • Opportunities • Seminars to pairs and dance for coaches to help pass on knowledge • Population # is an opportunity • Large # resources (nutrition, physio., off-ice, etc.) • Promotion for the CanSkate program to differentiate from municipal programs • StarSkate is a huge resource for HR demands (officials, volunteers, etc) • Offer more staging camps at Jr/ Sr levels • Sectionals more of a simulation for Canadians • More simulations with monitors • Large pool of high level officials reside in concentrated area • Synchronized skating provides a huge team sport opportunity • Increased SC fee may increase resources to athlete programs • Market events to international competitors • Create Jr/Sr team to travel to US (?) to compete and be exposed • Coordination of competition schedules with other schedules • Threats • Learn-to-skate programs (ESL: “LTS” = skating lessons, not CanSkate); less money (?) • Multiple activity focus of children/ family impede early specialization • Coaches/ clubs not always responsive to section programs • Geography – travel • Club board member philosophy may not match the philosophy or talent of a skater • Girls hockey/ speed skating • Salt Lake City • Skaters being “held back” • Lose a lot of skaters, impedes development • CEP program participation is low – it is not mandatory • Lack of “non-coach originating” knowledge – level of parent knowledge is dependent on quality of coach. • Other sports -- $$ exposure from other sports lures people to those sports • Coaches/ clubs force athletes to “chose” synchro over other participation • Lack of awareness of LTAD • Loss of NACS

31. HR SWOT • Strengths • Premier coaches, officials in Canada and world; good mentor base • Geography small so training is easier • Volunteer base has wealth of experience and passion • Training centres are open for coaches • Consistent approach to competitions and seminars makes volunteering easier, and builds improvement • 50/50 competitions stay in one area helps • COS welcoming for the various HR • Volunteer conference/ road shows • Officials training program • Weaknesses • Not enough volunteers • Not as many stay-at-home parents, those there are very busy • Not enough judges – pool to draw from is smaller • Single evaluator is not as motivating anymore • Volunteer burn-out • Clubs need to be aware of the role of the volunteer/officials so that they are treated “better”/ professionally/ with respect • Inconsistent standards – more training on criteria/ standard • Cost • Acknowledgement of volunteers is not common

32. HR SWOT • Opportunities • Using strengths in training of all coaches (and mentoring, role modeling) • Communication technology – easier to transfer information than in the past • Ensure someone from each club has access to high speed – a lot of people are still on dial-up • Training on internet (webcasts, e-learning modules, blogs, FAQ, etc) • Appointing mentors to up-coming judges, coaches • Exposure to senior skaters in the clubs to officiating/ volunteering • Develop communication processes for liaison between coaches and TS, etc. • Members’ Only section • High School students must do volunteer hours – we can capitalize • Threats • Coaching allows young people to make money – volunteering does not. Even $5/hour for PA’ing (judging is still unpaid) • Privacy laws/ spam – incurs much more costs, liability, etc. • Parks/ rec programs are paying 16/17 more than PAs • So many other options for people’s time • Motivation for volunteering has changed – many now need more than personal satisfaction

33. Developing a vision Continuing excellence

34. Visioning – Step 1 • Where do you want to be in 2016? • For each of AD, HRD, OD, PD • What will the headlines be on the Skate Canada website in 2016 to celebrate Central Ontario’s 60th year?

35. Vision: Athlete Development • Schools include CanSkate in curriculum • On the national podium in all disciplines at all levels in StarSkate and competitive • Increased profile of synchronized skating (now an Olympic sport) leading to more synchro teams and skaters • Promotes equal opportunities for all 5 disciplines • StarSkate nationals open to all categories; an enlarged competition welcomes 5000 athletes • Membership tops 50,000 • Coach and Evaluator training has resulted in consistent test standards across the section -- HRD • SC-CO promotes continuous excellence • Full funding for all competitive skaters paid by government and private sectors -- PD • Ten training centres in Central Ontario -- OD • COS Skaters are setting the bar high, being noticed winning competitions and bringing results domestically and internationally • COS CanPower – a major contributor to minor hockey --PD

36. Vision: AD -- Summary • Membership tops 50,000 • Schools include CanSkate in the curriculum • All five disciplines have equal priority and visibility • Increased profile of synchronized skating (now an Olympic sport) leading to more synchro teams and skaters • High Performance Excellence • On the podium in all disciplines, domestically and internationally • StarSkate provides equal competitive opportunities at all levels of the program

37. Vision: HR Development • COS doubles number of officials and volunteers • Increased COS staff to include roles such as: Managers of athlete development, program development, officials development and coaches development • Total commitment and cooperation between officials coaches choreographers and clubs to maximize the potential of all skaters • Enough officials and evaluators to cover every test and competition (Serving COS test days and competitions – self sufficient) • 90% of all active COS coaches are level 3 or higher • An abundance of financially compensated evaluators and judges that exist within an HR framework complete with a performance management process • SC-CO offers a wealth of knowledgeable and qualified staff and volunteers • Figure skating held in highest regard by world population -- PD • A mandatory professional development system for coaches with seminars and on-line resources • COS is competent and resilient to meeting the needs of a fluctuating skating community -- OD • COS Coaches and choreographers have 6 COS skaters win gold at worlds

38. Vision: HR - Summary • Increased number of officials to provide sustained service for all test days and competitions • Remuneration for officials, in conjunction with HR and performance management process – improved application of standards • Mandatory Coaches CEP • Total commitment and cooperation between officials, coaches, choreographers and clubs to maximize the potential of all skaters • Increased COS staff to include roles such as: Managers of athlete development, program development, officials development and coaches development • SC-CO offers a wealth of knowledgeable and qualified staff and volunteers • Knowledgeable volunteers staff all clubs

39. Vision: Organizational Development • We open our own COS arena and training facility, with 4 pads (and a staff sauna!) to house COS events, the COS office and off-ice training facilities (with new computers) • SC-COS excels in communication • COS clubs, schools memberships soar through the roof • Increase technological capacity to be used for training and education, communication, promotion and marketing • Coaches, judges and evaluators now complete some or all of their training using on-line resources • High percentage of members utilize our services • State of art technology helps COS skaters achieve personal best and makes organization more effective and efficient • Skater development money tops $500,000 a year (team COS, skater trust, bursaries, seminars, officials dev, club dev) -- PD • A dynamic, entertaining, information filled, user friendly web-site that averages 1M hits per month • COS Sectionals on You-Tube! • Every club receives professional risk management training. • Healthy and stable clubs (financial, membership, programs)

40. Vision – OD Summary • COS is competent and resilient to meeting the needs of a fluctuating skating community • Focus on technological improvements to support HRD, AD and PD • COS is competent and resilient to meeting the needs of a fluctuating skating community • Increase bricks and mortar – training centres, etc. • COS is competent and resilient to meeting the needs of a fluctuating skating community

41. Vision: Partner Development • SC-CO partners with local sponsors to provide skates for every child • Media gives figure skating well deserved respect • $250,000/ year worth of sponsorship money from viable, high profile and long term sponsors • A partnership with school boards and Ontario ministry of education where the needs of elite athletes are recognized and elite athlete programs in the schools are more readily available • SC-CO partners with the ministry of education to provide daily physical opportunities for every child • Honest and open communication between Skate Canada and parents • Standing room only at all COS competitions • Through deeper ties with partners, a self-sustaining skater trust fund that is replenished annual with donations • SC-CO together with their corporate sponsors substantially reduces the cost to skaters • Sponsors clamor to join BMO as national SC partners • Partnership with minor hockey associations for all CPS programs • Corporate sponsorship is in abundances – including packages starting at $100,000.

42. Vision: PD - Summary • Relationships with hockey through CPS • Sponsorship and government support to reduce cost to skater • Establishment of coordinated education for elite athletes • Respect from media/ improved value in events/ improved attendance • Increased sponsorship opportunities and funds leading to self sustaining athlete trust

43. 60th Anniversary Headlines • “SC-CO awarded Order of Canada for sports on 60th anniversary” • “CO celebrates 60 years as a community leader” • “CO celebrates 60 years – proud of our past, passionate about our future” • “CO celebrates 60th anniversary with sweep on World’s podium”

44. Gap Analysis • Considering where we are now and where we want to be in 2016, what are the major gaps? • Groups will focus on: • Athlete Development • Administrative HR Development • (club/ board) • Technical HR Development • (coach/ official) • Organizational Development • Partner Development

45. Actions to fill the gaps to the Vision

46. Partner DevelopmentMarketing and Sponsorship the priority To ensure that we have the money or products to ensure that we can run the programs that are necessary

47. Athlete Development • 3% increase in membership per year - 1000 new members per year • Membership Challenge for clubs (percentage based) • Success recognition – posting celebration notices (pictures, etc.)  Gold test, Special O, Synchro, etc. • Ensure that clubs include name/ photo waiver on registration forms for the section (not only the club) • Lobby Skate Canada •  inclusion of Jr Silver – Gold events (not just triathlon/ biathlon) at StarSkate nationals •  revision of skating skills program – simplify and focus on basics • Encourage club inclusion of “non-jumping, non-spinning” sessions – include this as a focus in section seminars • Video/ DVD for clubs outside of the major centres as modeling good training • Cross-boarder events at Summer competitions (invite US team, send COS team to the US) • Create a Talent ID subcommittee – attend Area competitions to find talent, invite skater/coach/parent to seminar for recognition and development

48. Committee StructureFuture – under the direction of a staff person

49. Organizational Development • (in the works) Need to address the internal IT requirements in the office • Inventory of internal design • Design an alternative IT structure • Board Governance • to add a formalized planning phase in the board calendar. Calendar with dates and deadlines for all areas of responsibility. • Development of succession planning – increased visibility of CO board of directors at the club level • Too many people wearing too many hats • Communication Expertise • Website, communications to clubs, officials, strategies, webcasts, assistance to the clubs in communication (reconsider the scheduling of the volunteer conference) • Technology • Assemble a strategic working group to focus on the website development (coop students, web-design, etc) – inclusion of the recognition programs • Identify the needs and preferences of the current/ potential users (focus groups, input from key stakeholders) • Benchmark other websites, on-line registration processes, blogs, etc. • Consolidation and recommendations for move-forward • Strategic Value and Cost benefit analysis on CPC system – as related to inclusion of video reply. • Office Structure.

50. HR Development • Officials • Lobby: to re-open discussion of remuneration of officials (honorarium, etc) • Lobby: allow CanSkate coaches to be evaluators • Lobby: Test program to match WBP/ CPC • Resource a new volunteer whose sole responsibility is recruitment of officials • More standards and WBP training – seminars and e-learning • Management program - Tracking of continuous education of officials at all levels, Reward and Recognition, etc. • Volunteers • Generic/ adaptable job descriptions for club volunteers • Incorporate e-learning for volunteers • Mentoring for new club executives • Recognition • Coaches • Encouragement of CE participation (through club education as well as coach education) • Mentoring opportunities exist with experienced and successful coaches • Cooperated seminars between coaches and officials • More standards and WBP training – seminars and e-learning • Business and communication training in off-ice sessions • Professional Staff • Professional image of the staff is necessary – website, communication processes (internal/ external)