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Strategic Plan 2017-2022

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Strategic Plan 2017-2022 STRATEGIC PLAN 2017-2022 LEAD CONNECT GROW @PADDLEWA 3 2 Vision/ Executive Purpose Officer's Our Foreword Community 4 5 Why does Our Culture / Paddle WA Why rebrand? need a Stategic Plan S T N 6 7 Understanding our context PESTLE Analysis E T N 8 9 Strategic Plan Contact Details O C PAGE4 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. Paddling 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 Canoeing WA Paddle 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, canoe 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 kayaking 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 outriggers, 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
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