2017-2020 strategic - wheelchair basketball canada · 2017-11-17 · wheelchair basketball canada 3...

SPORT THAT MOVES YOU...www.wheelchairbasketball.ca

STRATEGIC2017-2020

PLAN

WHEELCHAIR BASKETBALL CANADA

3 INTRODUCTION

4 WHO WE ARE

5 CANADIAN SPORT POLICY GOALS & THE 2017-2020 STRATEGIC PLAN

6 PILLARS OF THE 2017-2020 STRATEGIC PLAN

7 2017-2020 STRATEGIC PLAN FRAMEWORK

DOMESTIC DEVELOPMENT 8 DEVELOPMENT 10 COMPETITIONS

HIGH PERFORMANCE 11 NATIONAL TEAMS

TECHNICAL DEVELOPMENT 13 COACHING 15 OFFICIALS AND CLASSIFIERS

BUSINESS OPERATIONS 16 FINANCE AND ADMINISTRATION 17 MARKETING AND COMMUNICATIONS

18 ACKNOWLEDGEMENTS

TABLE OF CONTENTS

2017-2020 STRATEGIC PLAN 3

INTRODUCTION

We continuously strive to be

ultimately underlines everything

ahead with a plan to achieve

“

- Steve Bach, PresidentWheelchair Basketball Canada

world leaders, an endeavour that

that we do. As a result, the needoften arises to identify strengths,analyze weakness, and forge

even greater distinction.”

The 2017-2020 Strategic Plan is the fourth consecutive quadrennial plan created to provide guidance for the programming, service and operational decisions of Wheelchair Basketball Canada. Significant change and progress was made as an organization in working through the 2013-2016 objectives. The 2017-2020 Strategic Plan has been designed to build on those strengths and to address the challenges and issues identified during the planning process.

WHEELCHAIR BASKETBALL CANADA 4

Wheelchair Basketball Canada is the national sport governing body responsible for the organization of wheelchair basketball in Canada. It is a non-profit organization and the Canadian member to the International Wheelchair Basketball Federation (IWBF).

Wheelchair Basketball Canada delivers programs and services that strengthen the sport from the grassroots level to high performance athletes competing in the Paralympic Games. Representatives from the provinces elect the Board of Directors, which establishes policy and lends guidance to the development of wheelchair basketball in Canada.

VISIONOur vision is to be the world leader in wheelchair basketball.

VALUESExcellence | Leadership | Inclusion

Integrity | Passion

MISSION STATEMENTWheelchair Basketball Canada is committed to excellence in the development, support and promotion of wheelchair basketball programs and services for all Canadians.

WHO WE ARE

SPORT THAT MOVES YOU...


CANADIAN SPORT POLICY GOALS & THE 2017-2020 STRATEGIC PLAN

Wheelchair Basketball Canada acknowledges and supports the goals of the Canadian Sport Policy. The goals of the Policy and of the Strategic Plan offer parallel priorities and commitments.

The 2012-2022 Canadian Sport Policy Goals are:

Introduction to Sport

• Canadians have the fundamental skills, knowledge and attitudes to participate in organized and unorganized sport.

Recreational Sport

• Canadians have the opportunity to participate in sport for fun, health, social interaction and relaxation.

Competitive Sport

• Canadians have the opportunity to systematically improve and measure their performance against others in competition in a safe and ethical manner.

High Performance Sport

• Canadians are systematically achieving world-class results at the highest levels of international competition through fair and ethical means.

Sport for Development

• Sport is used as a tool for social and economic development, and the promotion of positive values at home and abroad.

Wheelchair Basketball Canada, by its nature, advocates for sport to be a tool for personal and community development, inclusion and positive values. Wheelchair Basketball Canada, through its club and provincial association members, supports participation and opportunities from First Contact through to Active for Life in most major communities across the country. Internationally, Wheelchair Basketball Canada has continuously fielded teams that are among the most successful in major international competitions. Wheelchair Basketball Canada’s athletes and coaches represent the country with pride and integrity.


The organization identified three areas of strategic focus for the 2017-2020 Strategic Plan:

RECRUITMENT REVENUE RESULTS

2017-2020 STRATEGIC FOCUS

visionpillarspillar goals

Four pillars form the basis of the Wheelchair Basketball Canada 2017-2020 Strategic Plan: Domestic Development, High Performance, Technical Development, and Business Operations.

Guided by the corporate vision and the three areas of strategic focus for the quadrennial, each pillar has a defined goal.

VISIONWheelchair Basketball

Canada’s vision is to be the world leader in wheelchair

basketball.

DOMESTIC DEVELOPMENT

To provide the leadership and resources required to drive the

development of the game in Canada.

HIGH PERFORMANCETo be number 1 in the world with

podium results in all High Performance areas.

TECHNICAL DEVELOPMENT

To increase the quality and quantity of trained Coaches,

Officials and Classifiers to meet the needs of the domestic and high performance programs.

BUSINESS OPERATIONS

To have effective and efficient management and operations

systems.

PILLARS OF THE 2017-2020 STRATEGIC PLAN


2017-2020 STRATEGIC PLAN FRAMEWORK

Strategic objectives provide direction and intent within component areas of program and organizational system. All of the work to attain the strategic objectives will move the organization closer to achieving the goals set for each Pillar.

The 2017-2020 Strategic Plan is framed to categorize the work of the organization into appropriate topics and programming areas for implementation, monitoring and assessment purposes.

DOMESTIC DEVELOPMENT HIGH PERFORMANCE TECHNICAL

DEVELOPMENTBUSINESS

OPERATIONS

TO PROVIDE THE LEADERSHIP AND RESOURCES REQUIRED TO DRIVE THE GROWTH AND DEVELOPMENT OF THE

GAME IN CANADA

TO BE NUMBER 1 IN THE WORLD WITH PODIUM RESULTS IN ALL

HIGH PERFORMANCE AREAS

TO INCREASE THE QUALITY AND QUANTITY OF TRAINED COACHES,

OFFICIALS AND CLASSIFIERS TO MEET THE NEEDS OF THE DOMESTIC AND HIGH

PERFORMANCE PROGRAMS

TO HAVE EFFECTIVE AND EFFICIENT MANAGEMENT AND OPERATIONS SYSTEMS

DEVELOPMENT COMPETITIONS NATIONAL TEAMS COACHING OFFICIALS AND CLASSIFIERS

FINANCE AND ADMINISTRATION

MARKETING AND COMMUNICATIONS

• Awareness and First Contact

• Active Start and Fundamentals

• Learn To Train Train To Train Train To Compete Learn To Win

• Active For Life Competitive For LIfe

• System and Club Development

• Game Development • Athlete Identification

• Athlete Pathway

• National Training Centre

• National Team Programs

• Coaching and Technical Leadership

• Event Hosting

• Sport Science, Medicine and Research

• NCCP

• Long Term Coach Development

• Coach Resources

• Coaching Leadership

• Long Term Officials Development

• Officials Resources

• Officials Leadership

• Long Term Classifiers Development

• Classifiers Resources

• Classifiers Leadership

• Governance

• Human Resources

• Financial Management

• Partnerships and Representation

• Promotion and Communication

• Revenue Generation

PILLARS

PILLARGOALS

SUB-PILLARS

PILLAR COMPONENTS

STRATEGIC OBJECTIVES


Pillar Components Strategic Objectives

Awareness and First Contact• Continued support of the Bridging The Gap program• Investigate opportunities to expand and diversify Awareness and First Contact initiatives in partnership with Provincial Associations and Clubs

Active Start and FUNdamentals• Provide resources and direction for school and community based physical activity and involvement in sport• Investigate collaboration with partners and similar organizations to provide FUNdamentals opportunities• Ensure all resources and opportunities have access for both early entry and late entry participants

Learn To TrainTrain To Train

Train To CompeteLearn To Win

• Improve athlete development with resources surrounding movements, skills and games• Ensure all resources and opportunities allow access for both early entry and late entry athletes• Provide a clearly defined athlete pathway for athletes to move into Competitive / Active for Life

Active For Life and Competitve For Life• Provide resources and direction for physical activity and involvement in sport• Implement, maintain and evaluate game modifications and competition structure to meet the needs and retention of participants

System and Club Development

• Continue to mentor PSOs to better support club establishment and development • Ensure that there is a contact and monitoring system in place that supports the needs of the PSOs and clubs in all areas of the country

• Develop data collection systems and processes that will meet the needs of program monitoring and evaluation, and provide demographic and impact information for the sport and participants at all levels

• Investigate opportunities to establish a leadership forum or conference• Create alignment between domestic programs and high performance programs in order to build capacity and guide athlete development

DOMESTIC DEVELOPMENTGoal Statement: To provide the leadership and resources required to drive the growth and development of the game in Canada.

Sub-Pillar: Development

2017-2020 STRATEGIC PLAN


Goal Statement: To provide the leadership and resources required to drive the growth and development of the game in Canada.

Sub-Pillar: Competitions


Game Development

• Ensure calendar alignment with appropriate levels of wheelchair basketball activity for the benefit of game development and championships through collaboration and regular communication

• Ensure that competition structure is indicative of the LTAD stage of development of the participant • Provide leadership role in the development of the 3v3 and 5v5 game• Ensure that LTAD guidelines are reflected in the development of the 3v3 and 5v5 game

10

DOMESTIC DEVELOPMENT


Goal Statement: To be number 1 in the world with podium results in all High Performance areas.

Sub-Pillar: National Teams


Athlete Pathway(Train To Compete, Learn To Win, Train

To Win, Competitive For Life)

• Develop succession plans for alumni to keep former HP athletes involved and contributing (teaching, coaching, mentoring)

• Ensure athletes are training and competing at their appropriate stage of the LTAD• Host annual U23 men, U25 women and late entry ID camps• Develop, review and revise the athlete identification strategies for HP athletes• Develop a more targeted approach to recruitment of specific classes• Initiate athlete transfer/sharing process with targeted Paralympic sports• Develop a recruitment strategy to identify minimal disability athletes• Establish more formal lines of communications with all club / provincial coaches regarding athlete identification• Utilize WBC High Performance Provincial Camps to identify athletes in each targeted region and increase PSO alignment

• Identify athletes with NT potential to create pool depth of four athletes at each position• Expand the use of Gold Medal Profile (GMP) at the U23/U25 and provincial levels• Expand the use and quality of Individual Performance Plans (IPP) for all athletes• Continued development of the Red / Black Ace program to transition athletes from Train to Compete to Train to Win stage

National Training Centre

• Develop annual training and competitive plan for the National Training Centre programs to ensure appropriate training levels for all HP athletes

• Improve court hour volume and schedule to maximize the quality of training in combination with lifestyle balance for HP athletes

• Develop IST plan to support National Training Centre athletes and decentralized NT athletes• Develop and establish core testing systems, procedures and benchmarks in alignment with NT programs• Develop research and innovation projects with partners

11

HIGH PERFORMANCE



National Team Programs

• Review and update quadrennial plans annually with appropriate Yearly Training Plans (YTPs) to achieve desired performance goals for all NT programs

• Ensure proper daily training environments exist for athletes in the NT athlete pools• Develop competitive schedules to increase competitions against top 8 countries (totals to be set per program per year) for all NT programs

• Establish relationships with top nations to ensure competitive training opportunities for all NT training programs• Coordinate international schedules with domestic events wherever possible • Leverage U.S. college, NWBA and European semi-pro leagues to ensure appropriate training and competitive opportunities for Canadian athletes

• Improve quality of training for decentralized athletes with improved and greater use of IPPs, specifically targeting technical and tactical skill development

• Ensure appropriate training and competitive opportunities are established for U23 men and U25 women as both separate and integrated events

• Increase access to camp training and improve decentralized training environment for U23 men and U25 women• Establish Gold Medal Profile (GMP) for all NT programs

Coaching and Technical Leadership

• Develop, formalize and execute a NT coach succession plan• Identify club and provincial coaches for inclusion in NT program• Develop individual coach development plans and provide continuous professional development opportunities for NT program coaches and technical leaders

• Recruit and train program coaches for all NT programs• Increase mentoring and competition experience for the pool of developing coaches• Develop a work-life balance program for all HP staff and technical leaders• Design an appropriate structure that clarifies the roles and responsibilities within the HP program

Event Hosting

• Develop hosting strategy from 2020-2028 for Wheelchair Basketball Canada• Identify hosting opportunities for NTs to get international competition through friendlies • Establish and maintain relationships with other groups hosting national or international events that include wheelchair basketball

Sport Science, Medicine and Research

• Develop and maintain a comprehensive IST Plan and delivery system for all HP programs• Recruit and develop specialists in disability sport as IST members• Develop and establish core testing systems, procedures and benchmarks• Coordinate collection of foreign team benchmark testing results for comparative purposes• Ensure leading edge use of IST technology and research through partnerships (domestic and foreign)• Establish leading edge technology systems for scouting, training reports, performance review and information sharing

12


Goal Statement: To increase the quality and quantity of trained Coaches, Officials and Classifiers and those who develop them to meet the needs of the domestic and high performance programs.

Sub-Pillar: Coaching


NCCP

• Develop coach certification requirements for championships • Develop coach certification recommendations for all levels• Work with PSOs and clubs to ensure that coach training and certification opportunities are available• Review and update Community Coach as required• Create material for Community Advanced & Master • Pilot Community Advanced & Master • Continue to create material and plan for Competition High Performance • Pilot Competition High Performance• Ensure that coach and coach developer certifications are current • Develop capacity building among PSOs in relation to the online implementation of coach and coach developer courses

• Identify technical development best practices and strategies through community sharing across the country for all technical areas (coaching, officials, evaluators etc.)

Long Term Coach Development• Develop a mentoring program for selected coaches including pathway and curriculum • Establish a coach pathway that aligns coach development, advancement and coaching opportunities with the LTAD

Coach Resources

• Provide and maintain an electronic resource library for coaches • Develop and activate a professional development initiative to provide ongoing education, technical resources and networking for wheelchair basketball coaches outside of NCCP

• Host a coaching conference or symposium at appropriate intervals

Coaching Leadership • Ensure the development and implementation of a fully integrated national coaching program that responds to the needs of Wheelchair Basketball Canada’s members at the provincial and community levels


13


Goal Statement: To increase the quality and quantity of trained Coaches, Officials and Classifiers and those who develop them to meet the needs of the domestic and high performance programs.

Sub-Pillar: Officials and Classifiers


Long Term Officials Development

• Establish an officials pathway that aligns officials development, training, advancement and opportunities with the LTAD

• Ensure alignment with IWBF training programs and identify mentorship and training opportunities for Canadian officials

• Work with PSOs to ensure that officials training opportunities are available • Support the PSOs and clubs to work with local wheelchair and stand-up basketball communities to build awareness of the game and recruit officials for wheelchair basketball

• Work with Canada Basketball and CABO in the promotion of the sport and education of officials• Develop a targeted program to identify and train female officials• Develop a mentoring program for selected officials• Identify and nominate officials as candidates for international licensing

Officials Resources

• Align identification and training opportunities for officials with the high performance programs as may be appropriate

• Develop and provide continuous development and education opportunities for officials• Provide and maintain an electronic resource library for officials, including access to online exams and rule books• Investigate and develop, if appropriate, an online officials` observers program with rules interpretations and comments

• Provide online access to updated officials examinations and workshops for continued learning

Officials Leadership • Review Officials committee Terms of Reference• Provide staff support to officials development

Long Term Classifiers Development

• Develop and implement a classifiers training program that aligns with IWBF training programs and protocols• Work with PSOs, clubs and athlete alumni to identify and recruit new classifiers • Develop a mentoring program for selected classifiers• Ensure that classification of athletes occurs as is required to maintain an effective and progressive development system

Classifiers Resources• Provide and maintain an electronic resource library for classifiers• Investigate and develop, if appropriate, an online classifiers’ observers program with interpretation materials and comments

Classifiers Leadership • Review and update roles and responsibilities of Classification Chair and ensure the classification committee is supported

15



Goal Statement: To have effective and efficient management and operations systems.

Sub-Pillar: Finance and Administration


Governance

• Review governance structure to ensure that the accountability, leadership, planning and delivery functions of the organization are met through an effective governance system and structure

• Ensure all policies and procedures meet the needs of the organization• Establish an appropriate alignment, monitoring and evaluation system to measure and report on the progress of the Strategic Plan

Human Resources

• Ensure that the needs of the Strategic Plan are met through appropriate human resource allocation and support• Develop an NSO volunteer plan that includes recruitment, training, retention and recognition as key plan components

• Develop and implement a succession plan for key roles within the organization• Support leadership and professional development opportunities with our members

Financial Management • Implement and maintain appropriate financial management systems and regularly review to ensure accountability and transparency

Partnerships and Representation

• Develop and maintain an appropriate level of influence and leadership through supporting Wheelchair Basketball Canada representation on international boards, committees, technical positions and through other key appointments

• Ensure that Wheelchair Basketball Canada has an appropriate presence at major international events, IWBF congress and other meetings

• Identify and activate opportunities for Wheelchair Basketball Canada representation at appropriate events in Canada

• Identify, investigate and activate other key strategic partnerships

world leader

BUSINESS OPERATIONS


Goal Statement: To have effective and efficient management and operations systems.

Sub-Pillar: Marketing and Communications


Promotion and Communication • Target and enhance marketing and communications relationships with key internal and external audiences• Develop and activate initiatives to increase sport and brand awareness

Revenue Generation

• Diversify revenue streams through new initiatives in fundraising, sponsorship, public dollar grants and special events

• Increase the total revenue brought into the association in order to meet and support the goals and objectives of the Strategic Plan

BUSINESS OPERATIONS


The Wheelchair Basketball Canada 2017-2020 Strategic Plan was created with input from the Board of Directors and staff. Additional input was also received from the membership community, including provincial sport organizations from across Canada. Thank you to the individuals listed below for their assistance in the creation of the Strategic Plan content.

ACKNOWLEDGEMENTS

PHOTOGRAPHY

Steve Bach (President)

Lindsay Crone (Communications Coordinator)

Cori Droogh (Special Projects Coordinator)

Jeff Dunbrack (High Performance Director)

Mike Frogley (National Academy Director)

Wendy Gittens (Executive Director)

Christina Jones (Vice-President, Domestic)

Trevor Kerr (Vice-President, Technical)

Ryan Lauzon (Domestic Program Coordinator)

Kathy Newman (Vice-President, Marketing and Communications)

Courtney Pollock (Marketing and Communications Manager)

Donald Royer (Vice-President, Finance)

Kevin Bogetti-Smith

Matthew Murnaghan

Courtney Pollock

Lindsay Crone


We are excited at the prospect of what we

our many thanks and congratulations to all

“

- Steve Bach, PresidentWheelchair Basketball Canada

have yet to accomplish together. We extend

who have shared, and who continue to share,in our vision to be the world leader in the sportof wheelchair basketball.”

6 Antares Drive, Phase 1, Unit 8Ottawa, Ontario K2E 8A9

Tel: 613-260-1296Fax: 613-260-1456

[email protected]

/wheelchairbasketball

@wcbballcanada

/wheelchairbball

/wheelchairbasketball

@wheelchairbasketballcanada

2017-2020 strategic - wheelchair basketball canada · 2017-11-17 · wheelchair basketball canada 3...

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