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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
Staff Allocation(s):
- Executive Director
- National Team Head Coach - Contracted Coaches
Associated Governance Committee(s):
Sport Technical Committee
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
Staff Allocation(s):
- Executive Director
- National Team Head Coach - Program Coordinator (cross-
reference to 2.4)
Associated Governance Committee(s):
Sport Technical Committee
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
Staff Allocation(s):
- National Team Coach - Assistant National Coaches
Associated Governance Committee(s):
Sport Technical Committee
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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
Staff Allocation(s):
- National Team Coach - Assistant National Coaches
Associated Governance Committee(s):
Sport Technical Committee
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
Staff Allocation(s):
- National Team Coach
- Executive Director Associated Governance Committee(s):
Sport Technical Committee
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
Strategic Initiatives 2017 Expected Results
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
Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Program Coordinator - Executive Director
Associated Governance Committee(s):
- 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%
Staff Allocation(s):
- Program Coordinator - Executive Director
Associated Governance Committee(s):
- Sport Technical Committee - Council of Provinces + Territories
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
Staff Allocation(s):
- Program Coordinator - NCCP Contractor - Executive Director
Associated Governance Committee(s):
- Sport Technical Committee - Council of Provinces + Territories
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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Staff Allocation(s):
- Program Coordinator - Executive Director
Associated Governance Committee(s):
- 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
Strategic Initiatives 2017 Expected Results
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
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director - Program Coordinator
Associated Governance Committee(s):
- Provinces + Territories
3.3.2 Appropriate programming and services are in place to support our Membership
- All Members are accessing our programs and services
Staff Allocation(s):
- Executive Director - Program Coordinator
Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director - Program Coordinator - National Team Head Coach
Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- 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
Strategic Initiatives 2017 Expected Results
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)
Staff Allocation(s):
- Executive Director - Program Coordinator
Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director - Program Coordinator - Boccia National Team Head Coach
Associated Governance Committee(s):
- 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
Strategic Initiatives 2017 Expected Results
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
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- 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
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- Resource Development
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
Staff Allocation(s):
- Executive Director - Program Coordinator
Associated Governance Committee(s):
- Resource Development
Budget Line(s):
5.4 Corporate Partnerships
5.4.1 Corporate partnership opportunities pursued
CCPSA has successfully established one corporate partner
Staff Allocation(s):
- Executive Director Associated Governance Committee(s):
- Resource Development
Budget Line(s):
Funding CCPSA