KAMLOOPS CANOE AND KAYAK CLUB: A STRATEGIC PLAN AND BUSINESS MODEL FOR 2012 TO 2016

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1 KAMLOOPS CANOE AND KAYAK CLUB: A STRATEGIC PLAN AND BUSINESS MODEL FOR 2012 TO 2016 Policy: The Kamloops Canoe and Kayak Club is a registered non-profit society (S ) with a Board of Directors committed to reviewing its Strategic Plan every two years. The Mission of the Kamloops Canoe and Kayak Club is to promote the sport of sprint canoe and kayak in a fun, friendly and safe environment. While excellence may be pursued by our competitive athletes, the club reaches out to all members of the Kamloops community from ages 9 to 109! Athletes of all descriptions are encouraged to define for themselves their level of intensity and commitment. Most of our participants are non-competitive youth that are interested in developing canoe and kayak skills and having fun on the water. Should an individual be bitten by the bug, competitive training and coaching opportunities are available. The bylaws of the club state that there are five types of membership offered: 1) officials are 17 years of age or older and have all privileges of membership including the right to hold office, 2) coaches are responsible for the coaching and direction of Club members as directed by his/her contract for services, 3) competitive members have paid their KCKC membership and have paid a Canoe Kayak B.C. membership to compete in sanctioned regattas, 4) non-competitive members take part in Club activities through a multi-day program, and, 5) day members take part in Club activities for 1 day programs. In recent years, KCKC has expanded the array of programs that it offers. In addition to its week long Summer Camps and the School Group Day Camps, KCKC provides Learn to Paddle, Learn to Race and Family Learn To Paddle evening sessions to those who want to learn paddling fundamentals outside of the traditional camp environment. An addition, two of our Summer Camps are dedicated to First Nations and these camps are in partnership with the Kamloops Indian Band. Finally, KCKC provides day-camps to Francophone and international student groups that are associated with the Thompson Rivers University and to sports clubs (such as the Overlander Cross country Ski Club).

2 VISION By 2016 Kamloops Canoe and Kayak will: have a diversified funding base that supports the delivery of all programs and our strategic priorities have developed a self-sustaining funding base that support a full time, year round certified coach be led by a skilled motivated board of directors, volunteers and a full-time coach be working cooperatively with Canoe Kayak Canada, the Canoe Kayak BC and fellow clubs to develop a sporting and paddling community within Kamloops and beyond, be working cooperatively with PacificSport Interior, the City of Kamloops, and the Kamloops Sports Council to ensure our programs benefit from and compliment community goals and participate in use and maintenance of the considerable infrastructure investments that have been be delivering sustainable canoe and kayak programs to athletes and individuals of all descriptions be implementing the Long Term Athlete Development Plan be promoting fair and ethical competition VALUES Excellence Volunteers Leadership Our member clubs, their viability, stability and growth Our funding partners and their support Our members and the contributions they make Inclusion Our contribution to healthy communities Ethical participation and Fair Play

3 PROPOSED STRATEGIC PRIORITIES 2012 TO 2016 The Kamloops Canoe and Kayak Club s Strategic plan has been constructed around the enhancement of the four pillars of the BC Sport System and the Canadian Sport Policy which are participation, performance, sustainability and partnerships. Broad goal statements have been developed for each pillar. These goal statements describe what we would like to achieve by GOAL #1: ENHANCED PARTICIPATION It is the goal of The Kamloops Canoe and Kayak Club that by 2016 participants will continue to enjoy our recreational and developmental programs and that a significantly higher number of paddlers will be participating in various levels of competitive paddling and that they will be guided by a skilful and permanent coach who will enhance the delivery of the long term athlete development (LTAD) model by proving consistent and technically sound advice to paddlers of all abilities and commitment levels on a year round basis. Priority Strategic Outcome(s): 1. Continued involvement in recreational and developmental paddling. Human Resource-High Financial Resource Cost-High continued delivery of summer camps, day camps, learn to paddle and family paddle programs, continued aboriginal community engagement through KIB Partnership and Summer Camp delivery, integration with city recreation programs (multi-sport, day camp partnerships), explore cross over partnerships with winter sports cross country skiing, volleyball etc. CLUB DEVELOPMENT AND SUPPORT SERVICES 2. Increased involvement in all various levels of competition in order to significantly increase participation and membership. Human Resource Cost-High

4 Financial Resource Cost-High host club regattas, and promote team boats, social activities and fun elements of team and club, deliver the LTAD model to athletes of all ages and abilities to encourage the growth and retention of members, host local, multi discipline regattas that involve various clubs within the paddling community (e.g. out-rigger, dragon Boat, marathon, paddle boards), deliver a year-round training program to maintain a sense of club and to guide the development of athletes, keep seasonal paddlers in the sport for succeeding seasons and prepare them for sport for life and coaching, develop and implement a athlete recruitment and retention plan, grow the number of competitive paddlers from the current level of 20 to over 50 by To develop recruiting tools and other promotional materials Human Resource Cost-Medium develop and maintain the KCKC website, develop pamphlets, newspaper advertisements and Activity Guide entries, conduct specific training sessions in high traffic areas to increase the profile of the club and interface with the public, host local regattas to increase the community awareness of the club and its programs, AND SUPPORT 4. Provide high quality coaching to participants and athletes of all levels, abilities and goals Human Resource Cost-High Financial Resource Cost-High establish a full-time certified coach and delivers and promotes programs and guides athletes in their development based on LTAD principles, provide opportunities for visiting coaches and convene training camps, involve volunteer and athlete/coaches, develop a club culture that recognizes and respects the technical training and knowledge of coaches at every level, develop programs for athletes to promote interest in coaching, develop a club culture that ensures payback of high performance athletes, encourage participation in relevant professional development opportunities,

5 develop mentoring system and programs for club and junior coaches, develop a coaching employment transition plan to hire a coach and gradually transition his/her employment from seasonal to year-round over a four year period 5. Recruit officials to have a pool that can assist in enhancing officiating at regattas Current Priority-Medium provide education for parents and athletes, maintain and upgrade necessary officiating equipment GOAL #2: ENHANCED SUPPORT FOR HIGH PERFORMANCE ATHLETES ATHLETE SERVICES It is the goal of The Kamloops Canoe and Kayak Club that by 2016 competitive paddlers will understand and take full advantage of all existing athlete support programs. Priority Strategic Outcome(s): 6. Ensure that all athletes understand and are supported in seeking the expanded athlete services, education and funding available through PacificSport, the BC Athlete s Assistance Program and others maintain close liaison and involvement with Canadian Sport Centre Pacific and PacificSport centres, cooperate with provincial monitoring program of (identified) athletes and implement required testing, cooperate in the integration of the athlete support system from club level to provincial level IDENTIFICATION AND ATHLETE DEVELOPMENT 7. Encourage athletes to compete in the BC Summer Games and at higher level regattas such as Nationals and to on participate on Provincial Teams

6 provide advice of the importance of the competition commensurate with developmental stages, organise and coordinate team travel, consider KCKC funding support for such things as boat transportation expenses to high level competitions GOAL #3: ENHANCED SUSTAINABILITY It is the goal The Kamloops Canoe and Kayak Club that by 2016 the priority components of its programming are in place and are supported through reliable external funding sources with aligned goals and through increases in self-generated, membership-based revenues. Priority Strategic Outcome(s): 8. Maintain KCKC s profile in the local media and enhance its profile in the local community Current Priority-Low maintain a media representative and report on all club events and successes, design and sell car decals and KCKC apparel, partner with affiliated paddling sports, coordinate newsprint, websites, social media, pamphlet and television messaging, reach out to the populace in Merritt through Pacific Sport and BC Summer Games opportunities, organize practice session in high profile area (e.g. Riverside Park), organize local paddle sport fun regattas, partner with the Kamloops Indian Band and promote marathon canoeing and the North American Indigenous Games FINANCIAL SUSTAINABILITY 9. Develop a prudent business model that identifies/secures funding partners, generates selfsustaining funds and is consistent with the expectations of all funding partners insure the club addresses the objectives of all funding partners and maintains its eligibility for funding by behaving and reporting according to all expectations, seek private sector sponsorship,

7 increase member-based revenues, develop a funding strategy to transition a seasonal coaching position into a permanent, year-round coaching position LEADERSHIP 10. Develop and implement an orientation program for new volunteers at senior levels (board) and within standing committees. Current Priority-Medium continue to renew and recruit volunteer leaders, initiate long term recruitment of visionary and positive leaders, develop and maintain high degree of professionalism in all areas of leadership (staff and volunteers), continually seek to improve the structure for board of directors and committees and implement, decision making done in an open and transparent manner, maintain focus on strategic plan as foundation for all activities, determine an approach for hosting the AGMs, special meeting, year-end celebrations and special events 11. Inventory and maintain equipment Current Priority-Medium inventory equipment and develop a priority listing of maintenance, repairs and purchases, identify surplus equipment that could be made available to other clubs, organize and store equipment in manner that makes operations easier and protects the equipment from the elements and damage due to handling GOAL #4: ENHANCED PARTNERSHIPS It is the goal of The Kamloops Canoe and Kayak Club that by 2016 the various components of the local and provincial canoe and kayak community are better coordinated as a result of collaboration and communication amongst stakeholders. PARTNERSHIPS WITHIN OUR SPORT Priority Strategic Outcome(s):

8 12. Continue to enhance communication between KCKC, CANOEKAYAK BC and member clubs maintain relationships with fellow sprint clubs and CKBC, ensure all participants, coaches and officials are registered and insured through CKBC, ensure KCKC is represented on the CKBC s Board of Directors and important provincial committees, ensure KCKC contribute to a vibrant provincial paddling community by hosting important provincial regatta s and training camps, and through the development of volunteers and officials PARTNERSHIPS WITH EDUCATIONAL INSTITUTIONS 13. Continue to enhance relationships between KCKC and other local paddling and sports groups Current Priority-Medium Human Resource Cost-Medium host multi-discipline, local fun regatta s, affiliate with the marathon club and KIB to promote aboriginal paddling and the involvement with provincial competitions and the North American Aboriginal Games, affiliate and coordinate cross training programs with local winter clubs (e.g. Overlander Cross Country Ski Club) 14. Enhance communication between KCKC and funding partners/sponsors and other sports societies and organizations Human Resource Cost-Medium continue to foster cooperation in funding initiatives (municipalities, provinces, different federal departments), maintain good relationships with PacificSport, SportBC, the Kamloops Sports Society and The Kamloops Blazers Sports Society, the Kamloops Sports Council, the City of Kamloops and the Kamloops Indian Band and any other partners or sponsors that arise, further examine the potential for relationship with municipal recreation programs,

9 ensure all joint programs and related expenditures address the objectives of funding partners and fully comply with the expectations of the funding partner BUSINESS MODEL KCKC s business model is founded on the following principles: 1. Camp programs are the financial engine of the KCKC and they should be priced pay for their labour related input costs (e.g. camp instructors, lifeguards etc.), based on a projected 75% participation rate. 2. KCKC cannot assume success in securing labour oriented grants (E.g. Canada Summer Jobs) therefore, these grants must not influence camp pricing. However, if they are secured they offset labour costs and influence the profitability of the camps. 3. All club profits can be directed to pay for club overhead, equipment purchase and repair, materials, coaching, infrastructure or any other club expense approved by an expense authority. 4. KCKC should carry a balance of over $5000 in order to account for unexpectedly low camp participation rates. 5. Infrastructure and equipment will generally be paid for with external funding (e.g. Community Gaming) however, any profits can also be directed toward these expenditures. 6. Coaching fees will be designed to generate a permanent, year-round coaching salary when the club reaches a membership of 50+ return athletes (see Coaching Fee Calculations below). 7. Any coaching grants will be used to pay for coaching in order to help transition the club from 20 athletes to 50+ athletes and/or to augment coaching labour inputs. Coaching Fee Calculations and Sustainability KCKC aspires to build a strong base of approximately 50+ competitive paddlers in order to increase membership-based revenue streams (coaching fees) and support a professional and permanent coach on a year-round basis. If this goal is achieved, the Competitive Program would be largely self-sustaining. Our second year (returning) competitive paddlers will pay $600/year in coaching fees and our third year competitive paddlers will pay $1400/year in coaching fees. As part of our recruiting strategy, our first year competitive paddlers do not pay coaching fees.

10 Assuming the membership of competitive paddlers reaches 50, with equal numbers of 2 nd and 3+ year paddlers, the annual coaching fee revenues would generate approximately $50,000/year.

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