Speed Skating Canada

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 Ta
ctics
Strategic Plan Critical Areas of
Improvement Performance Indicators Strategies Ta
ctics
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

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 Ta
ctics
Strategic Plan Critical Areas of
Improvement Performance Indicators Strategies Ta
ctics
JUNE 15 Taking a pulse
Staff
Committee
Committee
SEPTEMBER - OCTOBER