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Speed Skating Canada

Speed Skating Canada. Strategic Plan Review 2006. Objectives. Aware of framework for successful change Acknowledge progress and achievements Understand the significant pressures and challenges in the SSC planning environment and implications

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Speed Skating Canada

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  1. Speed Skating Canada Strategic Plan Review 2006

  2. Objectives • Aware of framework for successful change • Acknowledge progress and achievements • Understand the significant pressures and challenges in the SSC planning environment and implications • Explore key strategic questions facing SSC and identify the issues the need to be addressed in a revised strategic plan

  3. How Review fits in planning cycle Committee Board Training Centres Strategic Plan Critical Areas of Improvement Performance Indicators Strategies Tactics Strategic Plan Critical Areas of Improvement Performance Indicators Strategies Tactics JUNE 15 Taking a pulse Staff Committee Committee

  4. Achievements and Progress Reviewing what happened in the past two years

  5. Critical Areas of Improvement • System Development: Coaching Development, Officials Evaluation, Competition • High Performance: NT Athlete Development, Utilization of National Training Centres, High Performance Coaching • Internal Capacity: Financial Stability, Communication, Organization Leadership, Staff & Administrative Structures • External Capacity: Public & Media Profile, Influence with ISU, Marketing

  6. Review of Progress • Much has been accomplished (examples) • Set up of six regional training centres • Balanced budget • $1.5 million annually in sponsor revenue • Canadians positioned for elections at ISU • Endowment fund progress • Presidents’ call informative • NCCP Fundamentals/ Introduction complete • Mentorship, National Coaching Symposium • Officials Forum • Competitions Package • Hosting manual – national, club • 50%+ conversion rate to medals at the Olympic Games • 100% athlete retention of athletes at National Training Centre

  7. Progress report • Work that still needs to be done • Communication • Fundraising plan • Integration of regional/national training centres and among national centres • Depth of coaching available for high performance programs • Emerging needs • Tracking and measuring progress • Knowledge sharing with Branches – marketing • Attracting retiring athletes into coaching

  8. Pressures and Challenges . . . And their implications

  9. Pressures & Challenges to be addressed • SSC has four major change projects underway that will have a significant impact throughout association: • Implementation of Own the Podium strategies • Implementation of the Long Term Athlete Development Program • Roll-out of the first two new programs of the revised NCCP • Implementation of the officials’ development strategy

  10. Pressures & Challenges to be addressed Participants identified: • Need for grass roots development to enhance • leadership capacity • retain current volunteers: coaches, officials, administrators • recruit new volunteers: coaches, officials, administrators • recruitment of skaters • Greater balance with High Performance development • Access to facilities affected by • Climate change impact on length of season for outdoor ovals • Working together with other ice sports to improve understanding of infrastructure needs (strategy) • Access to existing facilities (demand from other ice sports, declining infrastructure) • Accountability • Communication flow that creates support for strategic plan throughout the organization • Organizational leadership - clearly defined roles and responsibilities • Media exposure • Creating home ice advantage at the Richmond Oval • Retirement planning for athletes (keeping them in the sport)

  11. Exploring key strategic questions

  12. Four Strategic Questions • How can the speed skating community develop the sport over the next four years so that it is ready to take full advantage of having a ‘home’ Olympic Games? • How can SSC develop current and future generations of leaders? • How can SSC develop the capacity to enable individuals to change personally and collectively (transition)? • What do we need to stop/start/continue doing that will help us adapt to the pressures/challenges we identified this morning?

  13. How can the speed skating community develop the sport over the next four years so that it is ready to take full advantage of having a ‘home’ Olympic Games? • Increasing the awareness and exposure to the sport and athletes • Identifying availability and accessibility to facilities and equipment needed to accommodate additional members/skaters and Olympic facilities • Facilities for athletes • Promoting and retaining • Media and branding • Be ready for the day

  14. How can SSC develop current and future generations of leaders? • Broaden the base • Training athletes • Leadership Courses • Visible advancement opportunities • Personal benefits • Incorporate leadership development (professional)

  15. How can SSC develop the capacity to enable individuals to change personally and collectively (transition)? • Communication (Internal Capacity /System Development • Training Opportunities (Internal Capacity / System Development) • Accountability (Internal Capacity/System Development) • Recruitment / Succession Plan SSC is WE – everybody is part of the program

  16. What do we need to stop/start/continue doing that will help us adapt to the pressures/challenges we identified this morning? • System Development • Retiring athlete recruitment plan • Alumni group • High Performance • Covered oval • Interaction among three Centres: collective accountability for athlete performance • Internal Capacity • Communication • Integration: branches, clubs, office, committees, board • External Capacity • Form alliances, partnerships with other sports, businesses and experts • Intelligence scouting • Public relations • Communication • Human Resources (Recruiting and retaining) – Retiring athletes /current athletes • Core Values • Reaffirm core values • WE are the SSC, not just the national office

  17. Next Steps • Final report from Strategic Planning Review • Document work of the participants • Synthesis of common themes • Proposed planning directions for detailed planning • Suggested redesign of the strategic plan presentation to improve understanding and capacity for tracking/reporting

  18. Next Stages / Time Frame Committee Board Training Centres Strategic Plan Critical Areas of Improvement Performance Indicators Strategies Tactics Strategic Plan Critical Areas of Improvement Performance Indicators Strategies Tactics JUNE 15 Taking a pulse Staff Committee Committee SEPTEMBER - OCTOBER

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