STRATEGIC PLAN 2017-2022

LEAD CONNECT GROW

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Our Culture & Philosophy

Paddle WA believes that sport Membership of our Achieving these dual objectives plays a dual role in society, in communities offers requires a whole of sport that it contributes to the opportunities for health, philosophy that provides maintenance of healthy enjoyment, friendship, opportunities for paddlers communities and contributes to challenge and achievement. throughout their lives, across the development of national This is achieved through the dimensions of adventure, pride. is a sport that participation in the sport itself competition and recreation. offersits participants the and volunteering within our opportunities to remain sport. physically and mentally WA WA healthy. Why rebrand? Canoeing WA, a non-profit Evolution of the sport has Canoeing WA has agreed to association, has represented seen the development of a transition, alongside its the sport of canoeing in range of disciplines, National body, to the Paddle Western Australia since 1966. encompassing both Olympic WA brand. This is in keeping Our Guiding Principles This period has seen (sprint and slalom) and non­ with its aim to implement a significant change in the Olympic (marathon, whole of sport philosophy Sustainability sport with the development polo, white water, sea that is inclusive of all Ensuring we meet the needs of current and future generations though effective management and decision making, that supports the outcome of a positive triple bottom line. To achieve of the organisation, paddler and ocean racing) paddlers. The organisation this, we focus on practices that support economic and social development, while skills and craft along the way. disciplines. In recent will continue to strive to lead, encouraging the conservation of the environment that is so critical to our sport. The member based times, Canoeing WA has connect and grow the organisation has consistently become more inclusive, paddling community through been led by passionate opening events to representing paddler Collaboration Inclusiveness paddlers and volunteers , stand-up paddle interests, supporting and Building social capital through the development We are inclusive, embrace the principles of representing the disciplines boards and dragon boats. providing paddling activities of networks, norms and social trust increases diversity and and are welcoming to everyone of canoeing and kayaking. for is membership across the our ability to build capability and capacity. who shares our passion for paddling. dimensions of adventure, competition and recreation. Community focus Integrity The paddling community lead the business. We We will ensure our operations are conducted believe in sharing success through strong ethically and transparently, promoting values relationships with our community, investors and that build confidence, including: fair play, partners. We work hard to exceed our respect, personal responsibility, honesty, safety community's expectations, delivering a better and compassion. experience. Volunteering Excellence We value and support our volunteers who Encouraging and supporting the pursuit of willingly give of their time, services or skills, excellence through leadership and innovation. providing a base which facilitates the delivery of paddling in W.A. PAGE 5

Why does Paddle WA need a Strategic Plan? Paddle WA is the peak body in Western Australia for all things paddling and is affiliated with Australian Canoeing at the National level. It is neither the biggest nor the smallest, but with its many disciplines the varied motivations of its participants, it is certainly more complex than many.

Good strategic planning is essential to steer the right path through this complexity.

Paddle WA is a not for profit, membership association.

The board is accountable to the members for managing the strategy for the sport and does this through the production, delivery and review of the strategic plan. This needs to be a published strategy with a clear purpose, vision and measurable outcomes. Progress must be reported annually.

Paddle WA is a voluntary organisation, made up of many constituents including but not limited to clubs, disciplines, committees, volunteers, coaches, the Board and the staff.

With so much voluntary effort and with so many people contributing to the success of the organisation, a quality plan which has clear targets and that brings clarity to roles and responsibilities is essential.

Western Australia has an abundance of coastline and waterways that offer both sport and recreation opportunities. Kayaking as a form of recreation is gaining in popularity (Skills Services Australia, 2014). At the same time, there is a growing awareness of the importance of sport and active recreation in the development of physical literacy and general wellbeing in children (Keegan, Keegan, Daley, & Ordway, 2013).

Paddle WA has finite resources and is operating in a changing world. This includes the requirement to be actively executing and delivering according to a high quality aligned plan. This not only creates a compelling vision for all stakeholders, but gives funding organisations confidence that their contributions will have maximum impact.

There has been little significant growth in the organisation for some time, it is over reliant on too few sources of income and needs to review and expand some of its key programs.

Now is definitely the right time to create and deliver a strategic plan that focuses on the organisation's future. The strategy will consider the need for rebranding as Paddle WA and is informed by a desk analysis of the strengths, opportunities, weaknesses and threats facing the sport, together with consideration of the political, economic, social, technological, legal and environmental issues facing the sport as a whole. PQdrfte -• PAGE6 WA-u

Understanding our context WEAKNESSES

STRENGTHS • Small office staff with limited resources. , Range of clubs with a supportive base of ,There are strong competition pathways in the volunteers and an inclusive paddling sprint, marathon, slalom and surf disciplines. • The breadth of the sport represents a challenge in resourcing all developments. community. Consistent podium placings at National events , There are over 2408 active club members of all and significant representation on the national • Gender, minorities and disabilities balance could be better represented. ages, abilities and interests. sprint, slalom, ocean paddling, marathon and , Facilitate participation in recreation and wild water teams demonstrates our success in • The sport is over reliant on too few sources of funding, particularly public funding. competitive paddling. developing talent. , A growing waterways trail network for the , Capable of delivering a range of competitive • Research shows that the interest in participation in canoeing, particularly in the social paddler. events. adventure sector, has grown significantly since 2014, yet our membership is stagnant to , Sport has a supportive base of volunteers at , Positive inclusive culture supports the dropping. club and discipline level. development of a paddling community and integrity in sport. • Provision of coaching and coach development has not kept pace with the changing needs of the sport

• Communicating existing places to paddle could be significantly improved.

OPPORTUNITIES

• Large number of people of all ages, abilities and interests enjoy paddling.

• The breadth of the sport and the disciplines makes it attractive to many different people. THREATS

• Offers a flexible approach to keeping physically and mentally healthy. • Lifestyles are changing with more people now paddling independently of clubs and the governing body. • Potential to strengthen the collaborative practices with other paddling associations. • There are new and higher expectations of quality membership services that must be • Growing interest in adventure sport. addressed.

• Perth White Water Centre represents an opportunity to raise awareness of paddling and • Climate Change continues to diminish rainfall averages, impacting on use and access Paddle WA - in addition to becoming a valuable revenue stream. to WA river systems PAGE?

Political Economic Social Technological Legal Environmental

Government strategies for the Paddlesports make an important It is now more important than delivery of sport have shifted, contribution to not only the health ever that we understand the requiring sporting organisations to of the nation but also the West needs of current and potential Members and participants now All sports now have to pay more Healthy rivers and oceans are ensure they are contributing to the Australian economy through its participants of all ages and expect organisations to have good attention to governance and directly linked to paddler development of active healthy trade, retail and many abilities. Increasing participation digital capacity including modern compliance matters at state and enjoyment and performance. lifestyles and the development of commercial activity centres. and membership are key websites and online processes such club level. This places a Some members are involved in sporting talent. This requires The slow recovery in the economy ambitions within this strategy. as competition entries. We have responsibility on Paddle WA to other germane organisations Paddle WA to embrace both has provided a difficult backdrop made progress in getting this not only improve its own which help protect the health of governance practices but to recreational and competitive to plans to increase participation Club membership is a key underway but there is room to these environments. Paddle WA support voluntary leaders in the paddling. and club membership. indicator of the health of the improve our practices. could do more to promote, sport at club and discipline level sport in Western Australia. We publicise or even co-ordinate our to achieve the necessary We lack the economic means at have two large clubs and several Other sports have advanced the use members participation in these standards. Paddle WA operates as a separate present to invest as widely as we clubs which are smaller but of technology to enhance enjoyment organizations entity and must ensure that it would like across the whole sport. active. Regional development of of participants. We need to consider Many parts of the sport are under meets the expectations of both clubs has proven to be how best to use technology to Paddle WA is committed to Climate change over the past resourced such as clubs, state and national bodies. The challenging given the lack of achieve improved performance and putting strong, transparent yea rs has seen water levels disciplines and regions. New development of the strategy has resources in these areas. access to waterways information. governance practices in place becoming unpredictable and funding models need to be taken into consideration the needs and will need to establish and even years of no white water, explored and developed. to meet State expectations and review several policies and Therefore, working towards Research evidence suggests that align with the Paddle Australia procedures during the next three achieving a white-water facility is Public funding has historically there are a significant number of brand and strategy. years. imperative. To this end Paddle provided the basis for the delivery people who want to try paddling. WA is a driving force behind of the sport. This cannot be We need to gain a clear harnessing the various taken for granted in the future. understanding of the real or It will be necessary to strengthen stakeholders needed. perceived barriers to enter the the focus on training, sport. qualifications, risk assessment Australian Canoeing's funding and insurance over the next three award has historically been More work is required for our years to support and protect dependent on continued Olympic participants and workforce to members and the organisation. and Paralympic success. A closely reflect the demographics change is funding models has of our communities. resulted in this being influenced by both competitive success and growth and development of the participation base. Board of Directors

Executive Officer

Admin Development (Part-time) Officer

Book keeper WWC Committees (Part-time) Social Media (Part-time) Coordinator

Slalom Technical Marathon Technical Ocean Paddling Technical Committee Committee (Including Paracanoe) (Including Paracanoe) Committee Sprint (Including Paddle Wildwater Canoe Paracanoe) Technical White Water Academy Technical Polo Technical Centre Instructors Committee Committee (Including Paracanoe) Committee (Including Paracanoe) (Including Paracanoe) Committee

Affiliated Members of Paddle WA Ascot Club Bayswater Paddlesports Canning River Canoe Champion Lakes Mandurah Paddling Indian Ocean Paddlers Club Club Boating Club Club Mandurah Ocean Club Denmark Canoe Club Perth Paddlers Club of WA Swan Canoe Club Direct Membership Paddle WA Strategic Plan 2017 - 2022 Lead Connect Grow Our Vision A thriving cohesive paddling community in Western Australia that embraces the dimensions of paddling: adventure, recreation and competition.

Our Purpose Inspire people to pursue a passion for paddling; for health, enjoyment, friendship, challenge and achievement.

Paddling Pillars Aim Engage and grow our community Enable our community Business and Organisational Participate Perform Advocacy and Education Area Development Embrace the dimensions of paddling Excel at every level Elevate the paddling profile Effective management frameworks

Support performance through ensuring a culture of integrity and Represent paddlers interests through the establishment of Key Grow and engage our base through the development and Develop the Paddle W.A. brand through the adoption of facilitate opportunities for achievement from grassroots though collaborative relationships with key stakeholders and provide implementation of attraction and retention initiatives strategic management practices. Objective to elite sport. reliable information to the paddling community

Increase regular participation in paddle sports. Further develop our positive integrity in sports culture. Improve the profile of paddle sports. Strengthen management and governance practices.

Develop and promote opportunities for exploration, adventure Educate the community on issues of safety, policy and Improve pathways to performance and state success rates. Strengthen our financial position. Ambitions and challenge. environmental awareness.

Develop a strong network of clubs supported by functional Develop our awards and recognition scheme to encompass a Build collaborative relationships that support the growth and Develop a whitewater park in Peth as the hub of social and disciplines. range of metrics for achievement from grassroots to elite sport. development of paddling in W.A. competitive whitewater paddling.

Cohesive communities, vibrant and sustainable local clubs and An informed paddling community with the capacity to influence An agile, sustainable organisation that is able to demonstrate Paddlers achieving goals against a range of benchmarks. Outcome events and collaborate with key stakeholder groups. economic, social and environmental viablity.

Enablers Leadership, Communication, Community, Culture, Finances, Knowledge, Skills

Sustainability Volunteering Community focus Collaboration

The paddling community lead the business. We believe in sharing Ensuring we meet the needs of current and future generations We value and support our volunteers who willingly give of their Building social capital through the development of community, success through strong relationships with our community, though effective management and decision making, that time, services or skills, providing a base which facilitates the networks, norms and social trust increases our ability to build investors and partners. We work hard to exceed our community’s supports the outcome of a positive triple bottom line. delivery of paddling in W.A. capability and capacity. expectations, delivering a better experience. Guiding Principles Inclusiveness Exellence Integrity

To achieve this, we will focus on practices that support the We will ensure our operations are conducted ethically and economic and social development of our community while We will be inclusive, embrace the principles of diversity and be Encouraging and supporting the pursuit of excellence through transparently, promoting values that build confidence, including: encouraging the conservation of the environment that is so welcoming to everyone who shares our passion for paddling. leadership and innovation. fair play, respect, personal responsibility, honesty, safety and critical to our sport. compassion.

Value Proposition Participation in paddling provides individuals with many benefits including: Health and Well-being Personal Development Achievement WHOLE OF SPORT APPROACH LEAD CONNECT GROW @PADDLEWA