Strategic Plan - CCPSAccpsa.ca/.../uploads/2016/06/CCPSA-2013-17-Strategic-Plan_EN.pdf · World Championships and Paralympic ... set for itself during the course of the 2013-2017

Strategic Plan

2013-2017

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Introduction: Considering our Past and Present Founded in 1985, the Canadian Cerebral Palsy Sports Association grew out of the commitment of a group

individuals who recognized a need to provide Canadians with cerebral palsy (CP) and related disabilities

with access to national and international competitive sport opportunities. In founding the organization,

these individuals worked to build upon the community and provincial programs that had developed

regionally across Canada in the late 1970s and early 1980s. The Association’s initial activities focused on

supporting and delivering programming in the sports of Boccia, athletics, cycling and swimming for

athletes with CP, as well as sending Canadian teams of athletes with CP to international events such as

World Championships and Paralympic Games. When the push towards integrating service provision for

athletes with disabilities within mainstream National Sport Organizations occurred in the mid-1990s,

CCPSA responded by creating agreements of understanding with our able-bodied sport counterparts at

the National level to ensure participation of our membership. With no equivalent mainstream governing

body, CCPSA maintained responsibility for Boccia and over time, our direct involvement across the other

sports we initially governed, waned. While today we claim an advocacy role for athletes with CP and other

related neurological impairments within the Canadian sport system, our primary activities and focus

currently lie in the development and delivery of the sport of Boccia in Canada.

Boccia in Canada Today

Derived from the Latin word – bottia – meaning ball, the game of Boccia (pronounced ‘Bot-cha’) is a

precision ball sport similar to bocce, bowls and pétanque. Originating as a sport for athletes with severe

cerebral palsy, Boccia was first introduced onto the Paralympic programme in 1984 and is now played in

more than fifty countries worldwide. Since its own Paralympic debut in 1984, Canada has won 1 gold, 1

silver and 4 bronze medals in Paralympic competition, most recently capped off with Marco Dispaltro and

Josh Vander Vies’ bronze medal performance in the BC4 pair event in London 2012. To build on these

achievements, and to support our team to even greater levels of success in Rio 2016 and beyond, we aim

to continually enhance our current high performance program and services. In addition, we are

committed to introducing more individuals, both with and without a disability, to Boccia – encouraging all

Canadians to become actively involved in our great game.

Cerebral Palsy Sport in Canada Today

While integration has led to many examples of success in international competition, it is suggested that a

disability-specific perspective may have a renewed role to play within the Canadian sport system,

particularly related to athlete and system development. It is here where our experiences and knowledge

specific to cerebral palsy and other related disabilities in sport could still be relevant and necessary.

Further, the level of integration that occurred at the National level of the Canadian sport system over the

last fifteen to twenty years with regards to shifting from a disability-specific governance and delivery

model to a more sport-centric one, has not been consistently mirrored within provincial levels of the

system. For CCPSA’s purposes, this means that many of our Provincial members offer services and

programming that extend beyond developing the sport of Boccia. In making a commitment to

acknowledge and discuss these varying mandates, CCPSA must firstly ensure that Boccia development

continues across Canada. We also need to consider whether there is a need to maintain a role within the

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Canadian sport system with regards to cerebral palsy and other related disabilities. It follows that what

this role could look like for the various stakeholders involved must also be considered.

Charting a Forward Course

With this history of dual involvement in both Boccia and CP sport in mind, we aim to set a course that

celebrates and promotes the game of Boccia at both developmental and high performance levels, but is

also open to discussing our level of responsibility regarding the interests of athletes with cerebral palsy

and other related neurological conditions/disabilities. We recognize the need to prioritize engagement

with our stakeholders – both those at the National and Provincial level of involvement – in order to

accurately capture the current state of play with regards to Boccia development, and cerebral palsy sport

in Canada. Only then will we be able to confidently chart our course forward as an organization. The

following strategic plan bridges these two interests, committing to ensure that discussions and resulting

action plans move forward and are incorporated into operations and strategic planning over the next four

years.

Purpose and Development of the Canadian Cerebral Palsy Sports Association

Strategic Plan The CCPSA strategic plan identifies how CCPSA pledges to build and maintain a coordinated and

intentional approach to achieve the goals and aspirations it has set for itself during the course of the 2013-

2017 time span. The strategic plan is comprised of the organization’s vision, mission, values, strategic

priorities, key activities and desired outcomes as agreed to by the National Council.

The creation of CCPSA’s 2013-2017 Strategic Plan occurred by compiling the outcomes and findings of a

variety of meetings, reports, and policy frameworks and documents dating back to the year 2008. These

include:

1. Strategic Planning meeting with stakeholders (Ottawa, Nov 2012)

2. Boccia HP Program Planning/London Debrief (Montreal, Oct 2012)

3. Boccia LTAD Summit Report (Edmonton, April 2011)

a. Executive Director’s Summary (2011)

4. Boccia Competition Report (June 2010)

5. CCPSA Strategic Plan 2008-2012

6. Canadian Sport Policy 2.0 (2012)

7. Long-Term Athlete Development model – No Accidental Champions 2nd Edition (2012)

8. Sport Canada’s Sport Funding Accountability Framework V (Spring 2012)

9. Own The Podium 2012 Review (Ottawa, November 2012)

Comprised from the perspective of a wide range of stakeholders from within the Boccia/cerebral palsy

sport community as well as the wider Canadian sport system as a whole, these documents provide both

insight into ‘where we are now’ and direction as to ‘where we want, and need, to be’ in the future.

It is stressed that as a living document, this strategic plan requires continual monitoring and consultation

with all CCPSA stakeholders in order to successfully develop, implement and achieve the strategic

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directions outlined. The flexibility of a living document further enables the organization to adjust to key

learnings and contextual situations, as required.

Our Stakeholders:

National Council

CCPSA Staff

Provincial Sport Organizations

Coaches

Integrated Support Service (IST) Providers

Clubs

Referees, Officials and Classifiers

Athletes and Sport Assistants

Sport Canada

The Canadian Paralympic Committee

Own The Podium

Canadian Sport Institutes and Centres

Education Sector

Disability Service Organizations

Health Sector

Municipalities

Facilities

Vision: Our vision is our long-term view describing CCPSA’s aspirations for the world in which we operate.

Growing the Game of Boccia in Canada – Promoting Sport Opportunities

Mission: Our mission defines our fundamental purpose, describing why we exist, who we serves, and what we

are doing to achieve our vision.

We are an athlete-focused national organization administering and governing sport opportunities

targeted to athletes with CP and related disabilities. CCPSA and its provincial partners cooperate as a

proactive force to facilitate the development of equitable and fair sporting opportunities for their

athletes. CCPSA is the National Sport Organization for the (Paralympic) sport of Boccia.

Values: Our values describe the approach and the manner in which we want to work to achieve our goals.

Excellence

Fun

Respect

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Accountability

Safety

Commitment

Personal Development

Ethical

Athlete/Participant Centred

Principles: Our principles state how we wish to conduct ourselves in day-to-day business and activities. They are

used to guide daily decisions.

Values-based – our decisions, programming and services are founded in, and continually embody, our

values.

Inclusive – the programs and services that we offer are equitable and accessible to all individuals, and

embrace the diversity of Canadian society.

Technically sound – the principles of long-term athlete development inform our programs and services in

all spheres of participation, acknowledging that a variety of participant pathways exist across jurisdictions.

Resilient – By understanding our environment, anticipating challenges and being proactive in our

planning, we are prepared to maintain acceptable levels of organizational operation in the face of

instability.

Intentional – our activities are founded in clear objectives, designed to achieve desired outcomes.

Effective – we monitor and evaluate our activities – aiming to improve, be innovative, and accountable.

Collaborative – the success and growth of CCPSA is dependent on the creation and maintenance of

partnerships within and beyond the sport sector.

Sustainable – our actions consider our capacity, and as a result, we are collaborative and innovative in

our efforts to achieve our goals and objectives to benefit Boccia and the wider Canadian sport system.

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Strategic Framework

The Canadian Cerebral Palsy Sports Association We are an athlete-focused national organization administering and governing sport opportunities targeted to

athletes with cerebral palsy (CP) and related disabilities. CCPSA and its provincial partners cooperate as a proactive force to facilitate the development of equitable and fair sporting opportunities for their athletes.

CCPSA is the National Sport Organization for the Paralympic sport of Boccia. - Strategic Directions -

1.0 Boccia High Performance

2.0 Boccia Development and

Participation

3.0 Governance and Management

4.0 Communications and Marketing

5.0 Finance and Fundraising

- Key Functional Areas -

1.1 World-Class Performance Program 1.2 Coaching & Technical Leadership 1.3 World-Class Training 1.4 World-Class Competitive Opportunities 1.5 IST, R&D and Athlete Support Services

2.1 LTAD Pathway Alignment 2.2 Provincial Member and Club Development 2.3 Competition Development 2.4 Coaching Development 2.5 Classification and Officiating Development

3.1 Governance 3.2 Operations and Human Resources 3.3 Membership 3.4 Strategic Partnerships

4.1 Communications and Marketing Strategy

4.2 Official Languages

5.1 Maximizing Public Funding 5.2 Fundraising Initiatives 5.3 Corporate Partnerships

- Final Outcomes -

World-class Boccia

performances at international events

Quality and stage-appropriate Boccia

programs and services across

Canada

Excellence and

accountability in the governance and management of

CCPSA

Boccia and CP sport, its athletes, and opportunities to

become involved, are more widely recognized by all

Canadians

Increased and diversified revenues

attained support strategic directions

and initiatives of CCPSA

Playing to Win Playing for Life Leading CCPSA Promoting CCPSA Financing CCPSA

Growing the Game of Boccia in Canada – Promoting Sport Opportunities

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Integrated Strategic and Operational Plan Strategic Direction – 1.0 Boccia High Performance

- Final Outcome -

World-class Boccia performances at international events

Key Functional Area

Strategic Initiatives 2017 Expected Results

1.1 National Team Program

1.1.1 Create and implement a world-class performance program for the Canadian National Boccia Team

- 2016 Paralympic Games – One podium finish in Pairs/Team Competition, and one Individual podium finish

- 2016 Paralympic Games – Canada qualifies nine athletes for the Paralympic games, including the BC3 and BC4 Pairs and the BC1/BC2 Team

We have a defined National Team program and a defined Espoir (include new athletes with identified potential) Team program

Staff Allocation(s):

- National Team Head Coach - Executive Director - National Team Assistant Coaches

Associated Governance Committee(s):

Sport Technical Committee

BP1 – Administration, BP3 – Boccia National Team, BPE – Boccia Espoir, BP4 – National Team Staff

1.2 Coaching & Technical Leadership

1.2.1 Enhance and align high-performance coaching and technical leadership structures to support world-class performances

- HP program lead by a High Performance Director Full-time National Team Head Coach assisted by a full-time Assistant National Team Coach


- Executive Director

- National Team Head Coach - Contracted Coaches



1.2.2 Support the development of

high-performance coaches and technical leaders

- Increased number of qualified coaches involved (minimum NCCP Competition-Development certified) in HP program

HP coaching pathways include education, professional development and mentorship opportunities


- Executive Director

- National Team Head Coach - Program Coordinator (cross-

reference to 2.4)



1.3 World-Class Training

1.3.1 Enhance and broaden the

daily training environments to support world-class performances of National Team Members

- National Boccia Training Centre network broadened and enhanced in the major centres in which we operate

- National Training Centres are used for coaching education and talent identification/player recruitment purposes

- Stronger links between provincial/regional programming and National Training Centres established

- All National Team athletes assigned a National High Performance coach

- Targeted athletes are receiving a minimum of 12 hours of quality coaching per week


- National Team Coach - Assistant National Coaches



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1.4 World-Class Competitive Opportunities

1.4.1 Ensure that National Team members have access to world-class competitive opportunities

- Athletes have participated in the necessary qualification and warm-up events in preparation for Americas Cup, World Championships and Paralympic Games

Targeted athletes have access to additional competitive opportunities to refine their skills in the lead-up to major events


- National Team Coach - Assistant National Coaches



1.5 IST, R&D & Athlete Support Services

1.5.1 Deliver a more structured and consistent Integrated Support Team, including sport assistants, offering a broader scope of services to our athletes

- Relationship with CSCs firmly established, and their services regularly accessed by our athletes

- SSSM services we provide are enhanced - Accreditations at Major Games are being leveraged through the

concept of Performance Partners - We are becoming world-leaders in the equipment and balls that are

used by our National Team athletes


- National Team Coach

- Executive Director Associated Governance Committee(s):


Playing to Win

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Strategic Direction – 2.0 Development and Participation

- Final Outcome -

Quality and stage-appropriate Boccia programs and services exist across Canada

Key Functional Area


2.1 LTAD Pathway Alignment

2.1.1 Lead and support the coordinated implementation of Boccia Long-Term Athlete Development plans and programs across Canada

- Clearer roles and responsibilities are established and impelmented for CCPSA, our PSOs and clubs, through the use of LTAD pathways

- Boccia programs offered in Canada follow LTAD principles

Staff Allocation: - Executive Director - Program Coordinator


- Sport Technical - Council of Provinces + Territories

2.2 Provincial Member and Club Development and Support

2.2.1 Provide Provincial Members and clubs with services, resources and best practices to support the delivery of Boccia in a manner consistent with LTAD principles

- We have been actively engaged in Boccia development in 9 provinces - There is consistent programming being offered in Boccia across all

LTAD levels - We have supported the increase of Boccia clubs in Canada by 20% The programs and services offered by CCPSA are in demand, and being implemented by all of our provincial Members


- Program Coordinator - Executive Director


- Sport Technical Committee - Council of Provinces + Territories

2.3 Competition Development

2.3.1 Lead the development and implementation of a coordinated national competition framework promoting meaningful, stage-based, Boccia competition

- 2nd Competition Review completed - Provide tools to provinces and clubs to suport an increased number of

competitive opportunities by 10%





2.4 Coaching Development

2.4.1 Support coaching development by further developing Boccia’s National Coaching Certification Program and coaching pathways spanning Community Development to High Performance

- Coaching pathway established, with qualified coaches across each stage available

- NCCP Competition Development course completed - The need for Learning Facilitators geographically has been evaluated

and addressed accordingly

- Provincial Members are accessing our coaching certification programs according to their needs, with high satisfaction rates reported


- Program Coordinator - NCCP Contractor - Executive Director



2.5 Classification & Officiating Development

2.5.1 Support classification and officiating development by further refining pathways for National classification and officiating certification, as well as providing opportunities to practice

- Official and classifier pathways established, with qualified officials and classifiers across each stage available

- Increase number of National classifiers by #% and number of international classifiers by #% - target by function (Doctor, physio and technical)

- Increase number of domestic referees by #% and number of international referees by #%.

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- Sport Technical Committee - Classification Sub-Committee - Council of Provinces + Territories

Playing for Life

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Strategic Direction – 3.0 Governance and Management

- Final Outcome -

Excellence and accountability in the governance and management of CCPSA

Key Functional Area


3.1 Governance

3.1.1 A robust, accountable, and optimally functioning National Council is leading the organization

- The National Council and its governance committees are fully populated and operational

- Recruitment and succession plans have been developed and implemented

- The National Council undergoes an annual performance review



- Policy, Planning and Governance - President, Vice President

3.1.2 The organization is responsive regarding external trends or requirements in matters related to governance, by-laws, and policies

- We have achieved clarity on the governance and service mandates of Boccia and CP sport

- Fully compliant with new Canada Not-for-Profit Corporations Act (completed by 2014)

- By-laws and policies are current, and reviewed as appropriate - Risk and Financial Management strategies have been developed and

implemented



- Policy, Planning and Governance, Resource Development

- President, Vice President, Treasurer

3.2 Operations & Human Resources

3.2.1 CCPSA is staffed by capable

and accountable employees - Key baseline performance measures are established and tracked - Annual operational plans are developed and implemented - Staff performance reviews are conducted annually



- Policy, Planning and Governance - President, Vice President,

Provinces + Territories, Sport Technical, Finance and Resource Development

3.3 Membership 3.3.1 CCPSA is comprised of an active and engaged Membership

- Effective means of communication established with CCPSA Membership

- CCPSA Members forward individuals to contribute to CCPSA Governance Committees and Sub-Committees


- Executive Director - Program Coordinator


- Provinces + Territories

3.3.2 Appropriate programming and services are in place to support our Membership

- All Members are accessing our programs and services




- Provinces + Territories, Sport Technical, Policy, Planning and Governance

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3.4 Strategic Partnerships

3.4.1 Strategic partnerships with the sport community and other sectors are developed and leveraged to assist with the attainment of strategic directions and outcomes

- A strategic partnership plan is created and implemented - At least 3 strategic partnerships from within the sport sector have

been developed - At least 1 strategic partnership from a sector outside of sport has

been developed – ie. PHE Canada


- Executive Director - Program Coordinator - National Team Head Coach


- All, as needed

3.5 International and Domestic Representation

3.5.1 CCPSA holds positions of influence within the domestic and international sporting communities

- A domestic/international representation recruitment and succession plan has been developed

- CCPSA holds at least one position of influence with BISFed and is active on BISFed work groups and committees

- CCPSA holds at least three positions of influence within the domestic sporting community



- All, as needed

Leading CCPSA

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Strategic Direction – 4.0 Communications and Marketing

- Final Outcome -

Boccia and CP sport, its athletes, and opportunities to become involved, are more widely recognized by all Canadians

Key Functional Area


4.1 Communications and Marketing Strategy

4.1.1 CCPSA’s activities are guided by a communications and marketing strategy

- Communications plan created - Marketing plan created - CCPSA communication efforts include social media (website,

Facebook, Twitter)




- None – need to create?

4.2 Official Languages

4.2.1 CCPSA’s services and programs are provided in both official languages

- All documents related to CCPSA programs and services for membership, athletes and leaders are available simultaneously in both official languages

- All services to the public, athletes and leaders are available in both official languages

- Promotional materials and press releases are provided in both official languages

- National championship documentation and competition information is provided in both official languages

- National competition information is relayed in both official languages


- Executive Director - Program Coordinator - Boccia National Team Head Coach


- None – need to create?

Promoting CCPSA

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Strategic Direction – 5.0 Finance and Fundraising

- Final Outcome -

Increased and diversified revenues attained to support CCPSA’s strategic directions and initiatives

Key Functional Area


5.1 Finance and Fundraising Strategy

5.1.1 A Financial Partnerships and Fundraising Strategy guides CCPSA’s activities in this area, committed to increasing and enhancing our revenue streams

- Quadrennial Finance and Fundraising Strategy established



- Resource Development

Budget Line(s):

5.2 Public Funding

5.2.1 The use of public funding programs is maximized

- Grant money from public sources has been leveraged with CCPSA funding and other available grants to maximize its impact

- We have successfully sourced funding from 2 sources outside of the sport sector




Budget Line(s):

5.3 Fundraising Initiatives

5.3.1 Philanthropic revenues are diversified and maximized

- A donor policy has been developed - We have diversified our fundraising beyond telemarketing means - CCPSA leverages its events and programming for additional

fundraising revenue - Relationships with donors are fostered and valued





Budget Line(s):

5.4 Corporate Partnerships

5.4.1 Corporate partnership opportunities pursued

CCPSA has successfully established one corporate partner




Budget Line(s):

Funding CCPSA

Documents

Strategic Plan - CCPSAccpsa.ca/.../uploads/2016/06/CCPSA-2013-17-Strategic-Plan_EN.pdf · World Championships and Paralympic ... set for itself during the course of the 2013-2017