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‌Equine Canada is the dedicated national voice working to serve, promote and protect the interests of horses and Canada’s equestrian community


Photo Š Cealy Tetley


Table of Contents Foreward.........................................................................................................................................................................v Introduction .................................................................................................................................................................1 Mission, Vision and Values.....................................................................................................................................2 Overview.........................................................................................................................................................................3 Over-arching Goals....................................................................................................................................................4 Achieving Success.......................................................................................................................................................5 Aspirational Goal........................................................................................................................................................5 Strategic Focus Areas................................................................................................................................................7 Focus Area Priorities..................................................................................................................................................9 Focus Area 1 – We are a Leader in Equestrian Excellence...................................................................... 11 Priority 1 – Excellence in Equine Development................................................................................... 13 Priority 2 – Participation................................................................................................................................. 15 Priority 3 – World Class Performance....................................................................................................... 19 Priority 4 – Athlete Development............................................................................................................... 21 Focus Area 2 – We are a Leader in Organizational Stewardship......................................................... 25 Priority 5 – Organizational Excellence..................................................................................................... 27 Priority 6 – Financial Capacity...................................................................................................................... 30 Priority 7 – Information Technology......................................................................................................... 33 Definitions................................................................................................................................................................... 35 References................................................................................................................................................................... 36 Appendix A – Strategic Planning Process ....................................................................................................... 37

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Table of Contents

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ACKNOWLEDGEMENTS In addition to the many individuals and partner agencies who have contributed to this work, Equine Canada would particularly like to thank the Canadian Olympic Committee, Sport Law & Strategy Group, Swimming Canada, and the researchers of those reports that we have referenced throughout this document. Their knowledge and expertise proved extremely valuable and the plan benefits significantly as a result.


FOREWORD The strategic planning process was initiated by the Board of Directors of Equine Canada in April 2011. The objective was not to create an incremental plan, but to prepare a blueprint to reinvigorate the organization and set the stage for future successes as we build towards 2018. The plan resulting from this process is built upon the belief that Equine Canada is a single entity whose strengths are grounded in sport, recreation, industry and equine welfare. At the same time, it reaffirms the responsibility of disciplines, councils and administrative units to achieve excellence within their own spheres and, moreover, the importance of a dynamic interchange between individual units and the central leadership of the organization. The plan proposes organization-wide goals and actions to be carried out in a coordinated approach to the benefit of all those involved with the equestrian community. It holds that Equine Canada can take even greater advantage of its distributed strengths, while also reinforcing these strengths and facilitating the bottom-up blossoming of innovation and creativity. This is a time of renewal. We need to approach it with open minds, with creativity, and with a fervent respect for shared goals. We must embrace change where needed, but also acknowledge our areas of strength.

Foreword

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Introduction Equine Canada – Who We Are Equine Canada is the leading national sport and equine organization in the country. It fulfills a broad range of governance, advocacy and development functions, all of which focus, in one way or another, on the horse and draw on the enthusiasm it arouses. As a result of our efforts, Equine Canada is recognized by Sport Canada and the Féderation Equestre Internationale (FEI) as the national governing body for equestrian sport and recreation in Canada. It is the industry sector leader and as such is recognized and supported by Agriculture and Agri-food Canada. In particular, its leadership in improving both the quality and condition of horses is lauded at home and abroad.

This strategic plan sets broad objectives that require long-term focused efforts to promote and support the equestrian community throughout Canada. It requires commitment, professionalism, teamwork, courage, innovation and creativity from all Equine Canada members and stakeholders. Moving forward in unison to deliver on the vision of a strong, vibrant and sustainable future is a task for everyone with an interest in the future of the equestrian community. In that respect, the audience for this document includes such partners and key stakeholders as: » Members, athletes, coaches, officials, volunteers and equestrians of all ages and skill » Provincial and Territorial Sport Organizations » Government of Canada and agencies such as Sport Canada and Agriculture and Agri-food Canada

Equine Canada STRATEGIC PLAN

» Canadian Olympic Committee » Canadian Paralympic Committee » Provincial and local authorities across Canada » Other equestrian-related bodies such as: • Breed Associations • Equine Colleges • FEI • Agricultural Societies • Professional and Trade Societies

Our Audience

2012–2018

» Own the Podium

One Vision

» Individual equestrian organizations » All individuals involved or interested in the future of the equestrian community

Enduring Legacy Equine Canada is an outward-looking and progressive body that recognizes the contribution it can make to society and the objectives of others. We believe a common will and determination will enable us to galvanize an organization which proudly boasts a broader mandate than any other equestrian federation in the world. Our work is deeply rooted in the dreams and beliefs of our founders. We honour their vision, building relationships and contributing to our national life through the positive engagement and empowerment of our personnel, volunteers, members and key partners. We promote equal opportunity and access for all Canadians.

Introduction

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Purpose Developing a strategic plan with a focus on Equine Canada as a single body is important. Financial pressures create a need to reevaluate how the organization fulfills and revitalizes its commitment to equestrian excellence, and whether historic structures and practices will be adequate in the future. Organizational-wide strategies and tactics will help Equine Canada effectively meet such challenges over the next six years and take advantage of opportunities to enhance the equestrian community.

Our Vision

Canadians are inspired to achieve personal excellence and embrace lifelong participation in equestrian activities.

Our Mission

From championing best practices to encouraging fun and participation, Equine Canada is the dedicated national voice working to serve, promote and protect the interests of horses and Canada’s equestrian community. In support of this Mission, Equine Canada will: » Serve as an advocate for best practices in equine welfare » Speak with one voice to members, participants, government and the FEI » Provide leadership and vision in steering the future direction of equine activities in Canada » Promote the values and contributions of equine activities to our national life » Inspire excellence in performance at every competitive level » Collaborate based on a foundation of trust to meet our goals » Develop engaging and stimulating programs to encourage full appreciation of equine leisure, sporting and industry sectors

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Introduction

Our Core Values We believe in:

Equine Welfare: Accepting our responsibility to our equine partners as a privilege, we affirm safeguarding the welfare of the horse is paramount. Respect: For each other, for the safety of ourselves and our horses, and for the health of the environment in which we all live. Diversity: Celebrating our differences, we embrace our community’s increasingly dynamic membership. Inclusivity: Working together, we provide a meaningful equestrian experience for all of our members, from grassroots participants through to elite performers. Service: Effectively and proactively satisfying our members’ needs, expectations and best interests is fundamental to all we do. Excellence: Leading by example, we reflect the highest aspirations of our members through outstanding performance in our sport, recreation, business and staffmanaged initiatives. Volunteerism: As a means of encouraging personal growth in a way that has direct, immeasurable benefits to the equine community, we actively seek, welcome and respect those who selflessly give of their time in aid of the welfare of the horse and the achievement of Equine Canada’s mission.


Overview One Vision

Structure

The central theme of our plan can be captured by a single phrase - One Vision. It is founded on the principle that Equine Canada is a single entity, uniting its stakeholders, Divisions, Disciplines and administrative units through creative collaboration. The “greater sum” that represents the One Vision reaffirms Equine Canada’s ability to attract the best and brightest personnel and volunteers who are motivated by a commitment to make transformative contributions to the equestrian community.

Our plan recommends two strategic focus areas with seven priorities that reflect the above overarching goals. The strategic focus areas and priorities are interrelated and they have important ties to our Aspirational Goal.

Six Overarching Goals

Our strategic plan includes the following four steps:

Our strategic plan focuses on six overarching goals: 1) Understand that the welfare of the horse is paramount. 2) Communicate effectively to increase the profile and value of equestrian activities to members and stakeholders. 3) Be a sport system that fosters excellence at all levels. 4) Strengthen the economic and cultural value of the horse. 5) Design, promote and deliver quality programs and services. 6) Create the organizational culture needed to achieve our results.

The correlation of the above will chart pathways to build capacity and move toward the aspirational goal.

Four-Step Process » Creation of the strategic plan » Mobilizing effort and consensus around the One Vision focus areas » Implementation » Monitoring on a quarterly basis by the Board of Directors

Evaluating Progress Key Performance Indicators (KPI) will be used to monitor and evaluate progress and success in achieving the expected results. KPI are identified for each focus area priority and will be built into the work of Equine Canada’s operational plans. Annual and multi-year operational plans ensure that KPI are translated into annual objectives.

These six over-arching goals form the foundation upon which we have developed the strategic Focus Areas and Priorities for action.

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Overview

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Canada is a Great Equine Nation We are a Leader in Equestrian Excellence

We are a Leader in Organizational Stewardship

Excellence in Equine Development

Organizational Excellence

Participation Financial Capacity World Class Performance

Information Technology

Athlete Development

Strategic Initiatives

Annual Tactics and Operational Plans

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Overview


What Does Success Look Like Equestrian Excellence » Improved standards of care for the horse

Photo © Cealy Tetley

» A larger, more dynamic horse industry » Increased podium performances at: • Olympic and Paralympic Games • World Equestrian Games • Pan-American and ParaPan American Games • Continental Championships • Non-Olympic Championships » A strong national competition system that includes inter-provincial and national championships » Programs for competitive development and life-long participation » Programs that increase and diversify membership base

Organizational Stewardship » Sustained organizational structures and processes that promote and support excellence and a culture where innovation and creativity flourish » Strengthened connection between member engagement and policy development

Societal Benefits » Through leadership and promotion of the benefits of association with the horse, more Canadians will be inspired to participate in equestrian activities as part of an active lifestyle

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Aspirational Goal An aspirational goal motivates an organization to achieve ambitious targets and guides the development of both long and short-term goals to meet those targets. By 2018, Equine Canada expects to be among the world’s leading equine nations. To achieve this goal, our plan has identified the following aspiration goal for the organization:

Equine Canada will be widely recognized as a world-leading sport and equine federation committed to excellence, fair play and equine welfare; a model organization providing an inclusive environment where innovation, partnership and creativity flourish. This aspiration reflects Equine Canada’s unique capacity to bridge equestrian sport, recreation and industry. Having an overarching aspiration for the organization as a whole is important for the One Vision theme of this plan. If Equine Canada is to reach this aspirational goal, it will require more focus throughout, and more developed connections among and between Councils.

Aspirational Goal

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STRATEGIC FOCUS AREAS Focus Area 1

We are a Leader in Equestrian Excellence Through: » Understanding member expectations and experience goals » Research and innovation » Improved standard of care for the horse » Innovative coaching techniques » Comprehensive athlete development pathways

Focus Area 2

We are a Leader in Organizational Stewardship Through: » Broad engagement of all stakeholders » Human resource development » Aligned efficiencies and streamlined delivery processes » Financial oversight and sustainability

Strategic Focus Areas


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Information Technology

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Athlete Development

Organizational Excellence

Financial Capacity

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Excellence in Equine Development

World Class Performance

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Focus Area Priorities In order to maximize the potential for success, we have identified the following priorities for each strategic focus area.

Focus Area 1 We are a Leader in Equestrian Excellence

Focus Area 2 We are a Leader in Organizational Stewardship

Priority 1

Priority 5

Excellence in Equine Development: With a focus on research, production, promotion and equine welfare, we will foster a robust and sustainable horse industry.

Organizational Excellence: Equine Canada’s organizational excellence initiative is setting aggressive goals for process improvement and change. For organizational excellence to exist, inspiration, training, and support must be present.

Priority 2 Participation: The future of equestrianism in Canada depends on adopting a more inclusive approach and attracting, engaging and retaining a constant stream of participants.

Priority 3 World Class Performance: To gain an advantage on international competitors, Equine Canada will focus on technical expertise and innovative training and analysis, including exposing athletes to international expertise and competitions.

Priority 6 Financial Capacity: We make continual improvements, seek to expand and diversify our funding base and incorporate innovative strategies to support our goals.

Priority 7 Information Technology: Information technology and infrastructure need to be maintained and renewed. Technologies and infrastructure that contribute to the core mission of the organization warrant the highest priority.

Priority 4 Athlete Development: Building a positive competitive culture, from grassroots to podium, highlighting our sport’s unique relationship with horses, is key to our success.

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Focus Area Priorities

9


FOCUS AREA 1 -

EQUESTRIAN EXCELLENCE

Equine Canada recognizes the importance of raising the quality and stature of equestrian activities. The industry impacts the economic and social fabric of Canada, contributing to the cultural, social, educational, health and sporting life of Canadians, as well as enhancing the welfare of the horse. As the leading advocate for equestrian activities in Canada, we promote and value our national and international achievements.

Focus Area 1 - Equestrian Excellence

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San Pail, inaugural Equine Canada Canadian-Bred Horse of the Year. Photo Š Brian Acton.


Priority 1: Excellence in Equine Development Equine Development

Marketing

Government Relations

Excellence in Equine Development With a focus on research, production, promotion and equine welfare, we will foster a robust and sustainable horse industry.

Business Practices

Building innovative bridges across the industry is critical to equine development. Stronger collaborations and partnerships between Equine Canada and stakeholders strengthen equine activities in Canada (e.g., breeders, breed associations, funding agencies). With a focus on research, production and promotion, we will foster a robust and sustainable horse industry.

2012–2018

Equine Canada STRATEGIC PLAN

Equine Health and Welfare

Research

Expected Results • More Canadian-bred horses on the podium • Increased international sales of Canadian-bred horses • Resolved taxation and regulatory issues affecting the industry • The adoption of a national lifecycle management policy for the welfare of the horse • Increased numbers of owners and participants

One Vision

Focus Area 1 - Equestrian Excellence

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Priority 1: Excellence in Equine Development

P1: Strategic Initiatives Equine Development Equine Canada will continue to develop the longterm horse development (LTHD) model. We will encourage the breeding and development of horses and ponies of suitable type and temperament to safely meet the needs of a growing base of riders, drivers, vaulters and others engaged in equestrianism.

Equine Health and Welfare

Equine Canada will facilitate the gathering of statistics to better allow the value of the industry to be assessed. We will promote and encourage new initiatives that develop industry leading research which supports equestrian excellence. Equine Canada will identify areas of common and complementary interest among councils, and nurture these by encouraging joint ventures.

Business Practices

Equine Canada and its members are concerned about the welfare of the horse and are committed to improving standards of care for all horses.

Working in conjunction with our partners, we will develop and provide quality services and educational resources for breeders, sellers and buyers.

» We will continue to advocate for the humane treatment of all horses, in the belief the equine industry and horse owners have a responsibility to provide humane care throughout the entire life of a horse, including at death.

Government Relations

» We will ensure owners, trainers and exhibitors or their agents use responsible care in the handling, treatment and transportation of their horses as well as horses placed in their care for any purpose. » We will require owners, trainers and exhibitors to know and follow their sanctioning organization’s rules, and to work within industry regulations in all equestrian competition. Equine Canada will promote equine welfare by working with other organizations to educate Canadians about the responsibilities of owning, using, and caring for horses, including: » Responsible care and stable management » Biosecurity and appropriate handling » Lifecycle management » Encouraging stronger collaborative partnerships between veterinary colleges and the industry.

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Research

Focus Area 1 - Equestrian Excellence

Equine Canada will maintain open and constructive dialogue with governmental agencies in order to: » Address any real and significant fiscal and regulatory constraints on the industry » Ensure that laws or regulations regarding equine welfare are appropriate and designed to protect horses » Advocate for tax incentives to build capacity, participation and athlete development Equine Canada will work with our partners to ensure regulations meet the equine community’s needs and expectations.

Marketing Equine Canada will promote the achievements of Canadian-bred horses, enhancing the image of the industry. Together with our stakeholders, we will develop a marketing plan promoting horse ownership and equestrian activities for the benefit of the industry as a whole, taking into account the expectations of domestic and export markets.


Priority 2: Participation Access and Growth

Trail Advocacy

Participation Equestrian Tourism

The future of equestrianism in Canada depends on adopting a more inclusive approach and attracting, engaging and retaining a constant stream of participants.

Children and Youth

The future of equestrianism in Canada depends on adopting a more inclusive approach: maximizing its potential by attracting, engaging and retaining a constant stream of participants and members, increasing participation for all age groups, in all areas of equestrian sport and recreation activity for the able bodied and disabled. To achieve greater participation, the industry must compete effectively with other leisure activities and ensure a high-quality equestrian experience.

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Experience and Expectation

Societal Benefits

Expected Results • Increased participation in equestrian sport and recreation through an early sport-participation program • Availability of a new national Learn to Trail Ride Program • Increased popularity of equestrian tourism • Accreditation program for equestrian tourism leaders, guides and operators

Focus Area 1 - Equestrian Excellence

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Photo Š Laura Dahle


Priority 2: Participation

Societal Benefits

P2: Strategic Initiatives

Equine Canada will increase awareness of how an association with horses can bring social benefits. These benefits include educational attainment, personal and social development, sport and recreation, physical health and fitness, mental health, disability, inclusion opportunities and crime prevention.2

Children and Youth Access and Growth Sport and recreation strengthen communities by building social capital and fostering greater inclusion of marginalized groups. Equine Canada will implement a national outreach program to encourage participation from socially excluded groups, such as people with disabilities, cultural and aboriginal communities and at-risk and underprivileged youth.1 Equine Canada will work with key stakeholders to develop a strengthened membership program for all demographic groups, including an engagement strategy focusing on youth and seniors. Equine Canada will develop an engagement and recognition strategy for positive participation of parents and owners. Equine Canada will build alliances with education and leisure organizations, and foster the development of equestrian clubs. Equine Canada will encourage increased accessibility and availability of quality horses to sustain participation.

Experience and Expectation Equine Canada will conduct research into public perception of equestrianism in order to identify and address real and perceived barriers to participation. We will place increased emphasis on research to evaluate Canadian’s expectations and identify stakeholders’ experience goals.

Equine Canada will develop strategies to increase youth participation, ensure sport and recreation programs promote healthy development of each child and youth through the Long-term Equestrian Development model, and create opportunities for people of all ages and abilities to participate in lifelong sport.3 We will create programs that enhance physical and psychosocial health and development of Canadian children and youth, thereby fostering healthy children and youth equipped for the future.4

Equestrian Tourism Equine Canada will develop a domestic equestrian tourism strategy to increase participation and establish national standards. Equestrian tourism includes all equestrian activities undertaken by tourists outside their normal place of residence, i.e. sporting events, clinics, and diverse types of vacation principally revolving around the horse. Equine Canada will encourage a cohesive approach to promoting equestrian tourism.

Trail Advocacy Equine Canada will advocate for increased access to quality equestrian trails on public and private lands, and ensure recreation infrastructure is environmentally sustainable. Equine Canada will promote safety education to benefit both horses and human participants.

Sport Matters Group. Sport 2.0: Toward a new Era in Canadian Sport, 2011 p 17 British Horse Industry Confederation. Strategy for the Horse Industry in England and Wales, 2005 p12 Sport Matters Group. Sport 2.0: Toward a new Era in Canadian Sport, 2011 p 19 4 Sport Matters Group. Sport 2.0: Toward a new Era in Canadian Sport, 2011 p 16 1 2 3

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Focus Area 1 - Equestrian Excellence

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Photo Š Cealy Tetley


Priority 3: World-class Performance High Performance

Athlete Support Services

World Class Performance

International Events and Hosting

To gain an advantage on international competitors, Equine Canada will focus on technical expertise and innovative training and analysis, including exposing athletes to international expertise and competitions.

Technical Leaders and Coaches

Research and Development

An enlightened, progressive and professional organization encourages innovation and excellence. To gain an advantage on international competitors, Equine Canada will focus on technical expertise and innovative training and analysis, including exposing athletes to international expertise and competitions. Canada is already successful in many areas of equestrian sport. We must work hard to maintain and improve this position, both within the international equestrian community and in the consciousness of the public. Equine Canada is committed to developing a high-performance culture within every element of the organization.

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Expected Results • Achievement of performance targets at identified major games • More talented horses remaining in Canada • Strengthened relationships with high-performance funding partners • Identification and targeting of an increased number of up-and-coming athletes • Hosting of national and international championships

Focus Area 1 - Equestrian Excellence

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Priority 3: World-class Performance

P3: Strategic Initiatives High Performance Equine Canada will develop a cohesive highperformance strategy, implementing more formal cross-discipline structures of coordination to significantly enhance performance and improve resource utilization.

» Ensure legacy objectives are implemented » Ensure accountability, transparency and service delivery standards are met

We will implement approved world-class performance targets by achieving podium performances at equestrian events and encouraging the establishment of centres of excellence.

» Provide sport and related expertise (e.g., health and welfare, safety standards, high performance and athlete development)

We will establish strategic partnerships and a multi-year plan to attract high performance horses, and create incentives and a national outreach program to encourage horse owners to keep talented horses in Canada.

Athlete Support Services

Technical Leaders and Coaches Equine Canada will actively recruit innovative technical leaders and coaches; enhance efforts to retain highly valued professionals by ensuring they have the resources to achieve their professional goals and aspirations; and plan for their succession.

Equine Canada will identify and support the development of the next generation of athletes as well as current athletes. In order to succeed, we will: » Establish and implement a cohesive, coordinated multi-year training and competition program » Provide focused domestic and international competition and training opportunities for Canadian Equestrian Team prospects » Improve support for elite athletes and owners

Research and Development

» Facilitate access to sport science/medicine and technical services

Equine Canada will promote and encourage innovative research and analysis for equine and human athletes to support world-class performance and athlete development.

» Analyze current high-performance results to help determine significant trends, impacts and gaps, and establish standards required to achieve podium performance

International Events and Hosting

» Celebrate athlete achievements and tell their stories

Equine Canada will implement a hosting strategy to strengthen equestrian excellence and athlete development. We will create a Major Events Plan and be actively engaged with domestic and international events held in Canada. The aim is to:

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» Foster the development of progressive, skills-based championships by creating a comprehensive championship model including regional, provincial, national and international championships aligned with LTED principles

Focus Area 1 - Equestrian Excellence

Equine Canada will effectively administer Sport Canada’s Athlete Assistance Program in a manner which adds the greatest value to equestrian sport in Canada, remove decision-making barriers to encourage innovation and improve highperformance cooperation and efficiency.


Priority 4: Athlete Development Coaching Development

Officials Development

Athlete Development

Talent ID Strategies

Building a positive competitive culture, from grassroots to podium, highlighting our sport’s unique relationship with horses, is key to our success.

Athlete Pathways

Competition

Equine Canada recognizes the importance of tracking knowledge, ideas and innovations in designing and developing programs. We believe that everyone must have an opportunity to participate in a quality sport experience, whether participants are concerned with sport for life or path to the podium. Those opportunities must reflect our best values, as well as best practices with respect to equine welfare, athlete development, coaching, officials and volunteers. We believe that building a positive competitive culture, from grassroots to podium, highlighting our sport’s unique relationship with horses, is key to our success.

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Expected Results • Recognition as a leading sport for competitive development and life-long wellness • Increased knowledge and awareness of LTED among parents and athletes • Increased number of certified coaches and instructors who meet NCCP requirements • Best-in-class training and standards for officials

Focus Area 1 - Equestrian Excellence

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Photo © Ben Radvanyi

Photo © Hip-Pics Photograpy


Priority 4: Athlete Development

P4: Strategic Initiatives Coaching Development

Talent ID Strategies

Coaching excellence is a key component of athlete development, and attracting, educating and providing ongoing professional development is critical to our success. Equine Canada’s objectives are to:

The recruitment of potential athletes with equestrian aptitude is critical to developing equestrian sport. Equine Canada will expand and promote national talent identification and development programs, fostering relationships with academic and equestrian organizations.

» Develop and promote the National Coaching Certification Program to ensure it meets LTED » Foster an exciting intellectual environment by providing opportunities for more dialogue, professional development, mentorship and engagement » Increase understanding of equine welfare » Improve access to training and evaluation for coaches in rural and remote areas » Examine international coaching programs, encourage innovative coaching techniques, and closely monitor high-performance coaching with a goal of producing coaches recognized as among the best in the world

Athlete Pathways Equine Canada’s competitive pathways are comprehensive and innovative, ensuring an educational and inspiring experience to help athletes reach their full potential. We will continue to promote and educate key partners on our Long-term Equestrian Development pathway.

Competition

Officials Development Officials development is an important component of athlete development, and attracting, educating and providing ongoing professional development is critical to our success. Equine Canada aims to: » Recruit and raise standards of officials to attain a consistent high level of officiating across Canada through improved communication, support and monitoring » Offer a national education and certification program to ensure consistent application and standards across the country » Foster an exciting intellectual environment by providing opportunities for more dialogue, professional development, mentorship and engagement » Increase knowledge and standards of equine welfare at competitions » Develop a web portal to facilitate information sharing and training Photo © Reg Corkum

Beginning with a review of the competition system, Equine Canada will implement a domestic competition plan which conforms to LTED, NCCP and Learn to Ride principles, as well as approved standards of care for the horse, while enhancing the competitive environment for participants as a means to foster growth and development.

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Focus Area 1 - Equestrian Excellence

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FOCUS AREA 2 -

ORGANIZATIONAL STEWARDSHIP

Equestrian excellence cannot be achieved unless operational units are supported by a governance structure that is transparent, accountable, service-oriented and innovative. Our focus is on three resource areas: organizational excellence, financial capacity and information technology. Given the aspirational goal contained in our plan, the adaptability and efficiency of organizational stewardship will be more important than ever in order to generate and preserve the resources necessary for the implementation of this plan.

Focus Area 2 - Organizational Stewardship

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Priority 5: Organizational Excellence Innovation

Organizational Excellence

Communication

Environmental Impact of Horses

Governance and Leadership

Equine Canada’s organizational excellence initiative is setting aggressive goals for process improvement and change. For organizational excellence to exist, inspiration, training, and support must be present.

Domestic and International Affairs

Professional and Volunteer Management

Financial Oversight and Sustainability

Risk Management

Guiding Principles

Expected Results

• Link our work directly to our vision, mission and core values

• Compliance with the Not-for-Profit Corporations Act

• Be transparent in our processes and communication • Focus on becoming the national voice for all equine matters • Broadly engage all stakeholders • Be open to consideration of all options • Operate free of preconceived outcomes • Commit to continuous improvement

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

• Strengthened relationships with key partners • A lean and nimble organization • Implementation of a performance monitoring and evaluation strategy, and participation in the True Sport Risk Management workshop • Staff and volunteers who believe that Equine Canada is a great place to work and volunteer • Better understanding of our role in minimizing our environmental footprint

Focus Area 2 - Organizational Stewardship

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Priority 5: Organizational Excellence

P5: Strategic Initiatives Governance and Leadership Striving for optimal organizational effectiveness, Equine Canada supports and strengthens informed, responsive and transparent decision-making and leadership.

Personnel and Volunteer Management Equine Canada is committed to ensuring that our employees and volunteers experience a collegial and enjoyable working environment that is exemplified by effective communication, collaboration and engagement. In order to foster an organizational culture that engenders a greater sense of pride in Equine Canada as a vibrant and welcoming organization, we will: » Implement a focused and coherent HR strategy that stimulates innovation and professional growth » Identify skill levels and training needs; carry out research in order to improve understanding and prepare for future skills requirements; and increase access to and support professional development and training » Develop the next generation of equestrian leaders; creating interesting, youth specific, skills-oriented volunteer opportunities » Actively recruit, retain, recognize and hold accountable highly qualified employees and volunteers

Financial Oversight and Sustainability Equine Canada will implement resource allocation strategies that enable and motivate actions that enhance equestrian excellence. The Board of Directors will actively engage in financial oversight, as well as focus holistically on the sustainability of the organization. Sustainability The Center for Organizational Excellence, center4oe.com

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Focus Area 2 - Organizational Stewardship

encompasses both financial sustainability (the ability to generate resources to meet the needs of the present without compromising the future) and programmatic sustainability (the ability to develop, mature, and cycle-out programs to be responsive to constituencies over time).5

Risk Management Equine Canada will recognize, anticipate, and manage the different types of institutional risk (e.g. operational, compliance, reputation, health and welfare) and promote an organization-wide sense of responsibility for these.

Domestic and International Affairs Equine Canada will promote stronger collaborations and partnerships with stakeholders that strengthen our objectives, add value for our members and grow equestrian activities in Canada (e.g., industry, domestic and international sport organizations, nonprofit organizations, government). Equine Canada’s leaders will be active domestically and internationally to promote understanding and goodwill, influence policy and increase international influence. Equine Canada will maintain an open and constructive dialogue with governmental agencies in order to: » Address any real and significant fiscal and regulatory constraints on the industry » Advocate for tax incentives to build capacity, participation and athlete development » Ensure that laws or regulations regarding equine welfare are appropriate and designed to protect horses » Lobby for investment in equestrian infrastructure


Priority 5: Organizational Excellence

Equine Canada will research environmental strategies for the equine community.

Communication Equine Canada will investigate the design, implementation, deployment and testing of innovative communication strategies. The aim is to: » Achieve measurable improvement in membership engagement and participation » Enhance interaction amongst stakeholders

» Encourage public excitement and involvement in equestrian events, creating a sustainable legacy of increased participation in equestrian activities » Support the Federation’s objectives by conducting effective communication programs

Innovation Equine Canada will cultivate an environment that stimulates innovation and creativity in an effort to continually search for new ideas and programs and to increase productivity.

Photo © Howard Schatzberg

Environmental Impact of Horses

Photo © Dazzle by Design

2012–2018

Equine Canada STRATEGIC PLAN

One Vision

Focus Area 2 - Organizational Stewardship

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Priority 6: Financial Capacity Marketing

Financial Stewardship

Financial Capacity We make continual improvements, seek to expand and diversify our funding base and incorporate innovative strategies to support our goals.

Philanthropy

Sponsorship

Rigorous and effective stewardship of Equine Canada’s financial resources, with appropriate checks and balances, is critical to achieve our core mission. We must make continual improvements, seek to expand and diversify our funding base and incorporate innovative strategies to support our goals.

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Focus Area 2 - Organizational Stewardship

Diversify Funding

Maximize Public Funding

Expected Results • Diversified sources of revenue • Maximum funding from high performance funding partners • Sponsorship and philanthropic relationships to sustain private financial support • Increased brand awareness among Canadians


Priority 6: Financial Capacity

Sponsorship Equine Canada will develop targeted initiatives to build knowledge and capacity within the organization and among athletes with respect to securing and leveraging sponsorship.8 Equine Canada will improve its capacity to secure and leverage sponsorship opportunities. Photo © Canadian Olympic Committee

P6: Strategic Initiatives Financial Stewardship Equine Canada functions in a manner that ensures, on an ongoing basis, that its financial resources align with, and support its core mission. We will: » Optimize the resources of the federation through effective cost/benefit analysis and cost savings » Develop a financial model to ensure long-term sustainability

Diversify Funding Equine Canada will work in partnership with the sport sector, governments and the research community to review and modernize sport financing, creating a new economics of sport.6 Equine Canada will actively pursue traditional and social enterprise approaches to raise funds, taking advantage of these revenue streams.7

Maximize Public Funding Equine Canada will maintain and strengthen relationships with its high performance funding partners. Equine Canada will ensure all government funding programs are maximized.

Philanthropy Equine Canada will cultivate and implement alumni, friends and patron programs to achieve sustained private financial support. Equine Canada will offer a wide range of philanthropic opportunities to achieve the community engagement objectives of its patrons.

Marketing Capitalizing on the success of our athletes, Equine Canada will strengthen its marketing capabilities in order to better leverage public support. We will: » Develop a comprehensive branding strategy » Explore partnership opportunities with sports, leisure, arts and culture and entertainment organizations » Develop a creative publicity strategy aimed at increasing media coverage and influence, including coverage of national and international sporting achievements Equine Canada will investigate and implement ways to generate revenue, including: » Developing an International events and hosting strategy, capitalizing on sponsorship, branding and revenue opportunities » Ensuring the Members First program reflects the needs of our diverse membership (e.g., age, gender, geography)

Sport Matters Group. Sport 2.0: Toward a new Era in Canadian Sport, 2011 p 87 Sport Matters Group. Sport 2.0: Toward a new Era in Canadian Sport, 2011 p 92 Sport Matters Group. Sport 2.0: Toward a new Era in Canadian Sport, 2011 p 87

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Priority 7: Information Technology Expected Results

Service Delivery

• Investment in technology which facilitates the gathering of statistics that will better allow the value of the industry to be assessed

Information Technology Information technology and infrastructure need to be maintained and renewed. Technologies and infrastructure that contribute to the core mission of the organization warrant the highest priority.

• Investment in technology which facilitates workflow and efficiencies for staff and volunteers • Creation of webbased portals to facilitate training and development of athletes, coaches, officials and volunteers

Access

P7: Strategic Initiatives Access

Equine Canada will effectively coordinate the delivery of information technology services and infrastructure that support our mission as well as business needs.

Equine Canada will ensure that information technology services and infrastructure support the access, security and privacy needs for information stored within the infrastructure.

Equine Canada will effectively utilize information technology services and infrastructure to facilitate member and public engagement and the delivery of core development programs.

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Photo © Canadian Olympic Committee

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Definitions Vision Statement: defines the desired or intended future state of an organization or enterprise in terms of its fundamental objectives and/or strategic direction. Vision is a long-term view, sometimes describing how the organization would like the world in which it operates to be.

Expected Results: are specific statements of what the organization hopes to achieve linked to each key direction. They reflect the desired end-state – the results we are seeking. Our desired outcomes statements will be SMART: specific, measurable, achievable, relevant, and timely.

Mission Statement: defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. It answers the question: “What do we do?”

Key Performance Indicators (KPI): represent metrics and other results-based measures used to monitor and evaluate progress and success in achieving expected results.

Values Statement: are beliefs that are shared among the stakeholders of an organization. Values drive an organization’s culture and priorities and provide a framework in which decision are made. They are often referred to as the glue that connects a mission to a vision statement. Over-arching Goals: express the long-term commitments of the organization, and represent general areas within which this plan develops priorities and strategic initiatives. Aspirational Goal: an ambitious target that the organization strives to attain. Strategic Foci: form the basis of the strategic plan. These are defined as the areas of priority in achieving the organization’s mission based on internal and external factors. They provide a clear direction of where the organization is headed over a specific amount of time. Priorities: specify particular actions the organization shall focus on for each strategic focus. Strategic Initiatives: are the means through which priorities are translated into practice. Strategic initiatives are collections of projects and programs that are designed to help the organization achieve its targeted performance.

Tactics: are specific implementation actions aimed at realizing the strategic initiatives. Tactics form the basis of annual and multi-year operational plans. Equestrianism: Equestrianism refers to the skill of riding, driving or vaulting with horses. This broad description includes the use of horses for practical working purposes, transportation, recreational activities, artistic or cultural exercises and competitive sport. The industry: the use of the term ‘industry’ in this document refers to all activities based on the use, possession or ownership of horses, ranging from professional through to leisure; and the suppliers of horse-related goods and services for those core activities.9 Organizational Excellence refers to an integrated approach to organizational performance management that results in: » Delivery of ever-improving value to members and stakeholders, contributing to organizational sustainability » Improvement of overall organizational effectiveness and capabilities10

British Horse Industry Confederation. Strategy for the Horse Industry in England and Wales 2005 p 10 Organizational Excellence in a Global Environment, organizational excellence.net

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References Equine Canada 2012 Equine Industry Forum II, Shaping the Future of the Horse Industry International Institute of Organizational Excellence The British Equestrian Federation Strategic Plan 2009-2013 The British Equestrian Federation Participation Strategy, September 2006 Sport 2.0: Towards a new Era in Canadian Sport, Sport Matters Group, 2011 Strategy for the Horse Industry in England and Wales, British Horse Industry Confederation, 2005 Swimming Canada Vision 2020 Strategic Plan The Center for Organizational Excellence Organizational Excellence in a Global Environment

Photo Š River Bend Designs

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References


Appendix A Process A strategic planning process was initiated by the Board of Directors of Equine Canada in April of 2011 to reinvigorate the organization and set the stage for future success. The Strategic Planning Committee was charged with developing and writing the plan. All ideas and input were processed through, and by, the group. The Strategic Planning Committee canvased a broad spectrum of the equestrian and sporting community to identify common objectives. The committee also sought input from national sport organizations, funding agencies, and members of Equine Canada.

The Phases in the Planning Process The phases in the planning process were as follows: Phase 1 consisted of performing an examination of recent history and changing context (both domestic and international) of sport, the equestrian community, and Equine Canada. Various methods of consultation were employed to identify strengths, weaknesses, opportunities and threats. Division councils, staff and provincial and territorial organizations were invited to provide input and suggestions. Phase 2 focused on the foundational statements. As the articulated vision stems from the values of those involved with Equine Canada, it was essential to engage a full spectrum of stakeholders representing various perspectives in reviewing and refining the key elements of the organization’s future strategic plan.

Phase 3 gathered more than 150 of Canada’s equestrian leaders in Toronto during the 2011 Royal Agricultural Winter Fair and again at a follow-up workshop during the 2012 EC Annual Convention in St. John’s, Nfld. Also during this phase, interviews were conducted with 12 internal stakeholders representing Provincial/Territorial Sport Organizations, EC Councils and Committees, athletes, officials and competition organizers and 12 individuals representing the following organizations: Canadian Food Inspection Agency, Agriculture and Agri-Food Canada, Sport Canada (Accountability, Hosting and Athlete Assistance departments), Own the Podium, Coaching Association of Canada and the Canadian Olympic Committee. Phase 4 concentrated on the plan’s approval processes by the Board of Directors and the general membership. Member engagement was essential in the planning process with over 1300 members taking part in a survey to confirm our foundational statements. Phase 5 will focus on implementation and evaluation.

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Appendix A

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Equine Canada – Who We Are Equine Canada is the leading national sport and equine organization in the country. It fulfills a broad range of governance, advocacy and development functions, all of which focus, in one way or another, on the horse and draw on the enthusiasm it arouses. As a result of our efforts, Equine Canada is recognized by Sport Canada and the Féderation Equestre Internationale (FEI) as the national governing body for equestrian sport and recreation in Canada. It is the industry sector leader and as such is recognized and supported by Agriculture and Agri-food Canada. In particular, its leadership in improving both the quality and condition of horses is lauded at home and abroad

Our Vision Canadians are inspired to achieve personal excellence and embrace lifelong participation in equestrian activities.

Our Mission From championing best practices to encouraging fun and participation, Equine Canada is the dedicated national voice working to serve, promote and protect the interests of horses and Canada’s equestrian community.

Equine Canada Telephone: (613) 248-3433 Fax: (613) 248-3484 Toll Free: 1-866-282-8395 www.equinecanada.ca

Cover photos: Shannon Brinkman Photo, Cealy Tetley, SusanJStickle.com, Lindsay Yosay McCall, River Bend Designs, Robin Duncan, Howard Schatzberg


One Vision