B2 Eng - Canadian Sport for Life

CS4L-LTAD in
Strategy & Governance
Archery Canada Case Study
CS4L Summit, January 2013
Paul Jurbala
You are here because…
You’re interested in creating a new, athletecentered strategic plan or governance model
Your organization needs to comply with the
Canada Not for Profit Corporations Act
(October 2014 deadline)
All the interesting sessions were full…
In this session we will…
• Consider “athlete-development-centered” (or
LTAD-based) strategy and governance for sport
organizations;
• Look at how Archery Canada’s Strategic Plan
and proposed governance model was created;
• Briefly review the new Canada Not for Profit
Corporations Act: a potential catalyst for
change, but not without its own challenges…
• Talk about how your organization might learn
from the approaches used.
Getting started: Design process
First decide where you need to go, then what
structure will get you there: “form follows
function”
1.Plan: review/confirm mission, sketch vision,
identify strategic objectives;
2.Plan: strategic plan in depth, review/revise
vision;
3.Structure: what governance structure and
process is needed to support direction?
Planning Model
Key
Question
1. What’s
Our Job?
2. What’s
Our Future?
3. What’s
Our Plan?
4. What’s
Our
Structure?
5. What’s
Our
Capacity?
Governance
Review
Operating
Plan &
Measures
Do structures
support
reaching
outcomes?
Plan for
outputs:
1 year
horizon
Product
Mission
Vision
Strategy &
Measures
Process
(Actions)
Review &
Update
4 yrs
Review &
Update
4 yrs
Plan for
outcomes:
3-4 year
horizon
Archery Canada Planning Process
Rep.
group
Exec
C’tee
Info
review
Dec ‘11
Planning
Meeting
#1
Interviews
& draft
directions
Planning
Meeting
#2
Jan ‘12
Spring ‘12
June ‘12
Board
@
AGM
Adopt
Strategic
Plan & Gov
Mtg
Aug ‘12
Exec,
Board
Draft
Gov
Plan
Fall ’12
Final
Gov
Plan
Winter
‘13
Board
@
AGM
Adopt
Gov
Plan
Aug
‘13
How far ahead should we think?
2012
2016
2020
4 years – typical “review
and renew” cycle for a
strategic plan – one “quad”
8 years (2 quads) –we typically need to look this far ahead
in HP athlete development.
By the 2020 Olympic & Paralympic Games…
•How old will current key volunteers and coaches be?
•How old will our current Olympic/Paralympic archers be?
If the average age of an archer shooting at Worlds is 28* and average age to
start competitive archery is 17* then…
•An archer in the 2016 Games would be about 24 now. How many have we got
“in the pipeline?
•An archer at the 2020 Games would be about 20 now. Again, # in pipeline?
* 2007 survey of 45 archers competing at World Championships
Four propositions for athletecentered planning:
1. The main function of sport organizations is to
support the transformation of participant/athletes from
lower to higher performance.
2. "Support" means providing program opportunities such
as coaching, competitions, organized training, and
facility access.
3. The transformation is accomplished through the
application of coaching and organizational knowledge to
the participant/athlete via the development programs.
4. The most effective organization is therefore the one
which accesses and utilizes the best available
knowledge and delivers it through strong programs.
COACH
ATHLETE
KNOWLEDGE
GOVERNANCE
Copyright 2010 by Paul Jurbala
Or think of it this way…
Knowledge is
applied by
coaches in
training &
competition
environments…
…resulting in learning,
adaptation, and increased
athlete performance.
Copyright 2010 by Paul Jurbala
The Pillars of LTAD…
Active for Life
Competitive
Excellence
Physical Literacy
Map to Organization Roles &
Programs
Active for Life
Competitive
Excellence
Youth & Adult
Entry
(Sport Initiation
& Development)
Strategic Plan from LTAD Plan
LTAD Plan
Business
Admin
Plan
Strategic
Plan
Poll
• Do you have a LTAD model?
• Have you done a competition review?
• What might an athlete development centered
mission statement sound like for your
organization? Different?
• What might a LTAD-based strategic plan look
like? Different?
Archery Canada:
Strategic Planning
Archery Canada has a
LTAD model and a
competition review…good
to go!
ADOPTED AUG 10, 2012
Our Mission:
Archery Canada promotes and develops our
timeless sport of archery for all participants,
and leads Canadian competitive archery
toward excellence.
Our Vision:
Through strong collaborative partnerships,
sound professional management, and creation
of an organization-wide culture of excellence,
Archery Canada has supported our athletes to
be consistent podium contenders and has
increased participation in every kind of
archery.
ADOPTED AUG 10, 2012
Three Strategic Directions
• Competitive Excellence: supporting Canadian archers in
designated events to become consistent podium performers.
This includes programs and initiatives to support Canada’s
high performance Olympic and Paralympic target archers.
• Develop the Sport: building a development pathway for all
target archers to participate in competitive and recreational
archery of all kinds, at all ability levels, for a lifetime. This is a
team effort, requiring collaboration from all members of the
archery community as well as other stakeholders.
• Build a Sustainable Future: strengthening the governance,
management, operation, human and financial resources, and
viability of Archery Canada to make it one of the best-run
organizations in Canadian sport and to provide Canadian
archers with effective support.
Paul Jurbala
paul@communityactive.ca
19
Aligning Roles & Measures:
Form Follows Function
Copyright 2010 by Paul Jurbala
Strat Principles: Differences by strategic focus area
Competitive
Excellence
Develop
The Sport
Build a
Sustainable
Future
• Focus on Olympic/Paralympic and nonOlympic/Paralympic and Youth streams
• Strategic, targeted resource allocation based
on assessment of podium potential
• Alignment with funder priorities: Olympic
and Paralympic events
• “Archery for life” – equitable, accessible,
competitive and recreational
• LTAD-based framework
• Partnerships for results – based on shared
contribution/reward
•
•
•
•
•
Transparency
Accountability
Diverse networks and partnerships
Sound business & governance practices
Balanced leadership & stewardship
Communication & Relationships
Parents
World
Resources:
Archery
Other NSOs
COC
CPC
OTP
Sponsors
Clubs
PSO
s
CAC
Archers
Coaches
US
AC
Media
Committees
Sport
Canada
Athlete
sCan
SOC
Prov
Sport
Fed’n
s
Judges
Other IFs
Other PSOs
From Strategy to Governance
Aligning Roles & Measures:
Form Follows Function
Copyright 2010 by Paul Jurbala
MISSION
VISION/DIRECTIO
NS
STRATEGIC
PLAN
What we do
Broad directions, multi-year horizon:
the desired future
How we get there: 3-5 year horizon
POLICY
OPERATING
PLAN
MEASURES
“Rules” for how we do it
Specific steps: 1 year horizon
How we know if it is done & done well
Canada’s New Not for Profit Corporations
Act: change is coming
• In force October, 2011: all federal NFPs must
comply by Oct 2014 or be dissolved.
• New Act strengthens member rights,
streamlines filing and paperwork, allows new
electronic technologies.
• Provinces have or will implement similar Acts
consistent with federal Act.
New Act: Requirements for
Articles and Bylaws
• Articles: must contain name, location, # of
directors, statement of purpose, classes of
members, restrictions on activities, distribution of
assets after dissolution
• Bylaws: must contain conditions of membership,
notice for meetings
• Directors may change bylaws without member
approval (except “fundamental changes”)
• Changes to bylaws take immediate effect (no
filing period with Industry Canada needed).
What are “fundamental changes”?
Any amendments to:
• Name of corporation
• Articles, by-laws, purposes (mission)
• Conditions or rights of membership
• Classes of membership
• How notice is given to members
Archery member classes 2012:
• Voting and non-voting members
• Voting members are PSOs- 1 vote each
• Non-voting members- everyone else, paying
(e.g. Club) or non-paying (e.g. Honorary)
In future under new Act:
• Members without voting rights may still vote
on “fundamental changes” that affect rights
• Members may remove any director by
ordinary resolution.
What did this mean to
Archery Canada?
• Under new Act: a group of non-voting members
(e.g. Clubs) could force a “special class vote” on a
fundamental change
• Members must elect directors, therefore no exofficio directors (e.g. Past-President).
• Restrictions on # of appointed directors (e.g.
minority of directors only).
• Need to change membership and
Board/committee structure to comply with new
Act.
Archery’s Objectives were…
1. Comply with the new Canada NFP Act; and
2. Restructure governance to improve function
as identified at planning meetings.
3. Point 3.1.3.1 in the new Strategic Plan reads:
“Adopt new governance model consistent
with the pillars of this strategic plan and
Canada Not for Profit Corporations Act
(deadline Oct 2014).”
But Archery’s challenges are:
1. Limited volunteer base;
2. Staff of 1, so heavy reliance on volunteers for
governance and operations.
Therefore Archery Canada cannot simply
disenfranchise current members.
A way had to be found to comply with the Act,
maintain engagement with organization
governance, and if possible increase volunteer
operational engagement.
Questions for PSO Boards
(NOTE: Questions were asked in August 21st 2012 email to Board as follow-up to August 10th approval of AC
strategic plan)
1. What level of participation in Archery Canada
governance is essential for PSOs?
2. Are there alternate ways to allow PSOs to give
more input and feedback? (E.g. a council that
meets by phone every 2 months, instead of, or
in addition to Board meetings?)
3. How can PSOs provide consistent
representation, while also grooming &
mentoring successors for Board participation?
(Is it a good thing to change representatives at
every meeting? Consistency vs. succession)
Answer: draft governance model (1)
• Only one class of members: PSOs (Provincial Archery
Assoc’s in good standing)
• New PSO Council
– PSO Members sit as a committee
– Bi-monthly conference calls
– Advisory and liaison: “sounding board”
• New Standing Committees
– Finance & Audit (Chair: VP Finance & Admin),
– Marketing & Communications (Chair: VP Mkt/Comm),
– Human Resources (Chair: President)
Answer: draft governance model (2)
• Revised Operating Committees
– High Performance (Chair: VP High Performance)
– Development (Chair: VP Development)
– 3D Archery (Chair: VP 3D Archery)
• Operating Committees reporting through the
Development Committee (coordinator)
–
–
–
–
Coach Development (Chair: Board-appointed),
Officials Development (Chair: Board-appointed).
Events & Hosting (Chair: Board appointed)
Rules Committee (Chair: Board appointed)
• Can add Task Committees (ad hoc) as needed
Model meets NFP Act because…
• Single class of members: simple, eliminates risk
of “special class votes”
• Eliminates appointed and ex officio Directors
• Note that in the Act, Directors and committee
members do not have to be Archery Canada
members (i.e. PSOs)…this model could draw all
Directors from the pool of “Registered
Participants” (current members of PSOs) OR
leave that open (recruit talent/interest from
outside Archery if desired)
Model meets Strat Plan needs… (1)
• Formalizes communication/feedback process
with the PSOs via PSO Council;
• Adds vital Human Resources focus via standing
HR Committee, which also acts as a Nominating
Committee to recruit new Directors/Chairs;
• Retains Athlete Rep (although now elected at
AGM by members to conform to Act);
• Major operating committees linked to “pillars”
– HPC = Excellence “pillar”
– Development Committee = Development “pillar”
Model meets Strat Plan needs… (2)
• Maintains current 3D committee/role (Note: Board
may consider adding more “Archery Sports” to this
responsibility area.)
• Gives the Development Committee a coordinating
role with Coaches, Officials, Rules and a new Events
& Hosting committee (although those Chairs are
Board-appointed)
Process and timing
• Best to change member classes and get member
approval well before 2014 deadline
• Need to consult Canada Revenue Agency if any
changes to purposes (6 months+ required)
• Therefore if major changes to purposes, member
classes, etc., make them by Aug 2013 then
transition to new Act in 2014
• Keep by-laws simple, use Industry Canada
templates, observe mandatory & default rules
when designing for new Act.
Reflections
• What would an athlete development centered
mission statement sound like for your
organization?
• What would a LTAD-based strategic plan look
like?
• How would this translate to different
governance structures and processes?
• What is the most important to remember,
going forward?
Contact me
Paul Jurbala
communityactive
paul@communityactive.ca
(647) 272-4191 (cell)