2013-2016 Strategic Plan - Rowing Canadarowingcanada.org/sites/default/files/pdf/rowingcanada_strategic... · Preface Vision 2020 Rowing Canada Aviron ... 2013-2016 Strategic Plan,

2013-2016Strategic Plan

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Preface Vision 2020Rowing Canada Aviron (RCA) has had a rich history

of success and continues to enjoy a reputation as

one of the leading sport organizations in Canada.

In large measure, the outstanding results at world

and Olympic championships have occurred as a

result of a focused strategic commitment to a world

class standard of excellence.

Excellence cannot be achieved without planning –

whether it’s an individual, a team, an association or a

corporation. RCA’s athletes, coaches, umpires, clubs,

provincial associations, staff and board have always

worked to a plan and have shown how success can

be achieved when everyone is committed to the

organization’s vision and goals. Nothing of any

consequence can be accomplished without that

commitment, sacrifice and drive to be the best.

Success in planning means finding the right balance

between the “inputs” required to “inform” the process and

the need to finalize and begin acting on the strategic

priorities. With this in mind, RCA formed a strategic

planning group consisting of board members and

staff to help with the development of the 2013-2016

Strategic Plan.

The process involved consultation with the membership,

discussions with the board and staff, input from various

committees and individuals, clubs and provincial staff,

including a comprehensive online survey. The final

stage in the process will involve the preparation of an

operational plan designed to turn the long term vision

and goals into annual tasks and responsibilities.

The outcome, Vision 2020 - the Rowing Canada Aviron

2013-2016 Strategic Plan, truly reflects the beliefs

of the membership, the direction agreed to by the

organization as a whole, and a commitment from all

the partners to achieve the goals within the plan in

a collaborative, respectful and purposeful manner.

Through the process, much was learned from listening

to RCA members, leaders and partners. To accomplish

the challenges ahead, RCA understands that it needs to:

» Assume a leadership role in all the key areas of

system and athlete development, including the

full integration of LTAD.

» Work closely with club and provincial partners

to close any system gaps and to clarify roles and

responsibilities regarding the design and delivery

of programs and services.

» Commit resources to help build capacity within PRA’s

and member clubs to strengthen and enhance these

partnerships that play a fundamental role in the

development system.

» Identify the ways and means to leverage resources

and invest in opportunities that will generate new

discretionary revenue and reduce the organizations

reliance on government support, and;

» Expand capacity in the two key support areas:

coaching development and marketing/

communications. These functional areas contribute

substantially to the successful delivery of both

domestic and high-performance development and

are therefore integral to the strategic plan.

To be the LEADING ROWING NATION in the WORLD.

Mission

To BUILD, DRIVE and INSPIRE growth and excellence within Canada’s rowing community.

Values

As members of RCA, we recognize the following principles to guide our decisions and behavior:

ExcellenceWe are committed to do our best in all we do.

IntegrityWe are honest, respectful and accountable.

Community We are a community of partnerships that is connected and passionate about the sport of rowing.

The values of Excellence, Integrity and Community have been longstanding values of the members of Rowing Canada Aviron and

today these values still resonate strong as the principles by which we choose to

guide our actions.

Excellence speaks not only to RCA’s commitment to performance at the highest

levels of competition and the importance of sustained podium

performances, but also to the value we place on building the best club system, the

strongest coaching development programs, the most effective talent identification programs, and the delivery of exceptional service to our membership. Excellence speaks to our drive to lead the way in all facets of our operations.

Integrity, emphasized by honesty, respect and accountability are values that are fundamental to the culture of rowing. Of equal importance is the sense of “community” that defines our sport and characterizes our relationship with key partners. “Teamwork” is emphasized at every level and the strength of our rowing community is dependent on its continued evolution.



Goal OneWin gold medals at the Olympics, Paralympics and World Championships

Outcomes

» Results in the 2016 Olympic and Paralympic Games

that position Canada in the top three Rowing nations

in the world.

» Win five medals with three additional finalists at the

2016 Olympic Games.

» Win one medal with one additional finalist at the

2016 Paralympic Games.

» Win three medals with three additional finalists at the

2016 U-23 World Championships.

» Win one medal with one additional finalist at the

2016 Junior World Championships.

» Maintain the number of Canadian FISA Umpires (15)

available to support FISA International Events.

Objectives and Strategies

1.1 Ensure that a high performance system

is in place that maximizes opportunities

for Canadian rowers, including adaptive

rowers to be successful at the highest

international levels.

» Develop and maintain our national

training centre facilities and infrastructure

at a standard that provides a world class

athlete training environment.

» Ensure that world leading coaches are at

the helm of our national team programs.

» Establish a national training location for adaptive

rowing that can support the enhancement of

adaptive rowing as a high performance sport.

» Strengthen the integrated support team

networks at our National Training Centres to

ensure a superior system of athlete performance

and recovery programs.

» Develop partnerships that will help support the

daily living, training and competition needs of

our high performance athletes.

1.2 Build a strong coaching development

program that ensures the recruitment,

training and certification of coaches at the

quality and level needed to support athletes

in all stages of the excellence pathway.

» Develop Canadian coaches to be successful,

world leading coaches at the helm of our

National Team programs.

» Dedicate resources to coaching education f

or the high performance coach pathway.

» Improve access to Coaching education

resources through improved use of technology

(social media and website).

» Ensure that proper rowing technique and

standards are being instilled at the earliest

stages of coach and athlete development.

» Increase the number of coaches committed

to adaptive rowing.

1.3 Develop and maintain a pool of Internation-

ally-experienced FISA umpires to ensure the

expertise needed to educate and support

athletes, coaches and regatta organizers.

» Continue national umpire identification, training,

mentoring and selection program for national level

three umpires who aspire to a level five license.

» Continue to internally select, nominate and support

Canadian FISA umpires (Level 5) for FISA regatta

jury duty.

1.4 Provide a competitive development struc-

ture that gives athletes on the high per-

formance development pathway (Train to

Train/Train to Compete/Train to Win) pro-

gressive training and racing opportunities

to achieve the goal of learning to win.

» Build a strong system of national

development regattas that includes

Spring and Fall Development regattas

and the National Rowing Championships.

» Strengthen the RADAR system of athlete

monitoring to ensure we are maximizing the

number of athletes progressing along the high

performance pathway.

» Develop a strong Talent Identification network

and Talent Development Centre program that

delivers on the recruitment and development of

athletes, including adaptive athletes.

» Ensure the Chief Umpire curriculum includes

a training module for National Development

events and the National Rowing Championships

so that RCA Umpires understand and are well

briefed on the objectives and rule variations for

these events.



Goal Two Vision 2020Grow participation in the sport of rowing at all levels

Outcomes

» Increase the number of RCA Sport, Competitive

and Para Rowers by 10% per year.

» Increase the number of NCCP Qualified Instructors/

Coaches in each province.

» By 2016, 70% of RCA registered coaches

are NCCP trained.

» Increase the number of qualified umpires (male

and female) available to support domestic regattas

(10%/year).


2.1 Engage and retain new members

to the sport.

» Ensure that recreation and high performance athlete/

participant recruitment strategies are integrated.

» Develop a skills package and supporting materials

that addresses the early LTAD stages and recreational

needs of members (Learn to Train, Train to Train,

Active for Life).

» Develop a marketing strategy that leverages the 2015

Pan-Parapan Games and the 2016 Rio de Janeiro

Olympic and Paralympic Games as opportunities to

increase participation in rowing.

» Improve the capacity of the website and other social

media networks to promote the sport and better

serve RCA members.

» Present an annual communication plan at the

RCA national conference based on key events,

opportunities and strategies.

» Capitalize on the growing interest in non-traditional

rowing events (example: open water rowing,

touring, indoor rowing, cottage rowing) to

increase participation and membership.

» Complete the development of the Member

Registration system that will enable Clubs, PRA’s and

RCA to effectively communicate with members and

better track and meet their needs.

» Through leadership, influence and strategic initiatives,

ensure that rowing maintains its status as a sport in the

Canada Games, 2021.

» Increase the number of new licensed umpires

(in particular, female umpires) and the retention

of current umpires through targeted recruitment

and communication strategies, ongoing education

and mentorship initiatives and improved umpire

tracking systems.

» Provide leadership, align strategies and resources

and strengthen partnerships with our Clubs and

Provincial Rowing Associations to grow and sustain

program delivery.

2.2 Canadian rowing fully adopts the RCA

Long Term Athlete Development Model.

» Provide developmentally appropriate events for

rowers (including adaptive rowers) in the Learn to

Train, Train to Train, and Active for Life stages of LTAD

with skills events competition formats fully adopted

where appropriate.

» Provincial and national regatta calendars reflect

the principles of LTAD and Provincial and National

Multi-sport Games have adopted Regatta formats

that are aligned with RCA’s LTAD model.

» Conduct a full review of Junior rowing programs in

the context of LTAD.

» RCA’s Long Term Athlete Development Model is

understood and embraced by volunteer leaders,

Umpires, Coaches, rowers and parents.

2.3 Provide leadership and build capacity at

the provincial and club levels to increase

membership growth.

» In consultation with the Provinces, develop a

framework for program delivery and clarify roles

and responsibilities at all levels.

» Provide development opportunities, tools and

resources and pursue partnership opportunities

to address critical program gaps.

» Provide leadership/volunteer and program

development opportunities as part of the National

Rowing Conference.

2.4 Develop, and coordinate with PRA’s the delivery

of, a National Coach/Learn to Row Instructor

Certification that produces coaches who are

excellent leaders of RCAs early LTAD stage/active

for life programs.

» Increase the number of NCCP Certified Coaches and

Learn to Row Instructors with the skills and expertise

to deliver quality rowing programs for able bodied

and adaptive rowers.

» Progress to a system that adopts mandatory training

and/or certification requirements to ensure a high

standard of program quality, participant safety and,

participant retention.

» Clarify roles and responsibilities at national and pro-

vincial levels for NCCP delivery and communication.

» Use technology effectively to improve communi-

cation, advance ongoing education and improve

database tracking.

» Restructure resources at the national level to

improve the delivery of coach education and

development programs.



Goal ThreeBuild a dynamic and sustainable organization

Outcomes

» Increase the percent of non-government

revenue supporting the programs of RCA (20%).

» Achieve a “good” to very good” RCA member/

participant satisfaction rating (Annual Survey).

» Increase RCA’s representation at FISA.

» Improve RCA’s overall sport ranking in the

Sport Canada – SFAF process.


3.1 Implement a governance and organization

structure that is responsive to the needs of

the membership and complies with regulatory

and funding accountability standards.

» Report annually on the achievement of Strategic

Plan directions and develop annual operational

plans that ensure resources are continually

aligned to strategic priorities.

» Implement a small, policy focused board that

provides strong leadership in achieving the

organization’s strategic objectives, clearly defines

roles and responsibilities and, recruits board

members based on required competencies.

» Develop a robust Nominating Committee

structure and terms of reference that recognizes

the key role of this committee in ensuring the

integrity of the new governance model and

succession planning for key roles.

» Review and align committee structures and

terms of reference to the new governance

structure and strategic priorities.

» Develop and implement a marketing/

communications strategy to highlight new

programs, publicize outstanding results,

recognize volunteers, athletes, and coaches

and serve as a platform for fundraising

and sponsorship activities.

3.2 Invest in a revenue generating strategy

and reduce the organizations reliance on

government support.

» Develop marketing, sponsorship, fundraising or

planned giving strategies that will produce long

term results and provide the greatest return

on investment.

» Explore the potential for greater alignment/

partnership with the Canadian Rowing

Foundation in building a long term

fundraising and investment strategy.

» Build on the activities of RCA’s National Team

Alumni to create a sustained engagement

of our alumni that connects with and supports

our national team athletes.

» Work closely with the Canadian Henley Rowing

Corporation on sponsorship strategies for the

Royal Canadian Henley Regatta that increases

revenue for both partners.

» In partnership with the COC/Pan Am 2015

Games and Row Ontario, explore the

development of a signature Toronto Harbour

event that increases the sports profile and

leverages sponsor and revenue opportunity.

» In conjunction with funding partners and FISA,

determine the feasibility of hosting future

World events in Canada/North America based

on the new FISA Hosting guidelines.

3.3 Work with PRA’s and Clubs to integrate

strategies for volunteer recruitment

and recognition.

» Identify current challenges related to volunteer

recruitment and, in conjunction with the clubs

and Provinces, develop strategies to encourage

ongoing involvement and retention.

» Review the current RCA awards policy and

recommend a new policy that considers:

the role of RCA in athlete, coach and volunteer

recognition; the alignment of awards to national

athlete, coach and volunteer development goals

and; the criteria for determining award recipients.

3.4 Maintain a strong leadership position,

nationally and internationally to ensure

continued influence on policy and decision

making that impacts the sport of rowing

and the organization.

» Establish a Canadian representative on the FISA

Events Commission.

» Continue to support RCA representatives that sit

on COC, OTP and FISA boards and committees

and ensure succession planning for these roles.

Performance Management

In order for a plan to succeed, progress must be

measured and individuals held accountable for the

results. The RCA 2013 to 2016 strategic plan will be

an integral part of daily operations and staff performance

will be measured against performance indicators and

long and short-term objectives. Additionally, the board

will review progress on a regular basis and build their

meeting agendas around the strategic plans and

priorities. The board and RCA staff will report to the

membership at annual meetings and coordinate

communications and message delivery with the clubs

and provincial associations on a regular basis.



ConclusionIf RCA is to realize its vision and goals, resources must

be reallocated and aligned with the strategic goals

and priorities. These efforts must include greater

collaboration between clubs, staff and volunteers

on messaging, program delivery and communication

strategies. The process will also require a clear

delineation of roles and responsibilities among

all the partners.

Additionally, the key functional areas of marketing/

communications and coaching development must

be resourced appropriately to maximize opportunities

as well as help build capacity for program and athlete

development, both at the high performance and

domestic levels. It was acknowledged during the

planning process that these areas were critical and

required RCA’s immediate attention.

Since the majority of funds received by Rowing Canada

are non-discretionary government contributions

primarily allocated to high performance, it is

understood that RCA must begin to develop alternate

streams of revenue to ensure a sustainable future and

provide resources for other program areas, including

participation development. Before embarking on such a

strategy however, the organization must weigh the cost/

benefits of different approaches in order to maximize

limited resources.

Additionally, it is important to emphasize that RCA does

not currently have the in-house expertise or resources to

commence a dedicated fundraising program or develop

and implement a comprehensive sponsorship strategy.

Any new revenue generating program will require new

and sustained investment in this area in order to ensure

a reasonable return over the long term.

RCA is a national leader with a celebrated past and an

exciting future. The organization needs to continue

to focus on what is most important and do it extremely

well. The strategic plan is designed to reduce

complexity and ensure that resources (human and

financial) are channeled within an orderly framework.

With the full integration of LTAD (Long Term Athlete

Development) and a focus on the key strategic priorities,

there is every reason to expect that RCA will succeed in

realizing its most important goals.

The 2013-2016 Strategic Plan is the foundation for an

integrated system based on partnerships and if RCA

is totally dedicated to this objective and commits its

resources accordingly, it will fulfill its vision of being

“the leading rowing nation in the world by 2020.”




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Documents

2013-2016 Strategic Plan - Rowing Canadarowingcanada.org/sites/default/files/pdf/rowingcanada_strategic... · Preface Vision 2020 Rowing Canada Aviron ... 2013-2016 Strategic Plan,