Leading a Soccer Nation Canadian Soccer Association Strategic Plan 2014-2018 Writing the Next Chapter – Together Finding Our Focus

LEADING A SOCCER NATION CANADIAN SOCCER ASSOCIATION STRATEGIC PLAN 2014-2018 WRITING THE NEXT CHAPTER – TOGETHER FINDING OUR FOCUS

There has never been a more exciting time for The Canadian Soccer Association needs to: Canadian soccer is growing up. Our financial decisions should be based on those of us involved in Canadian soccer. answers to simple questions: Will this program 1. Invest in TECHNICAL LEADERSHIP by When we hosted the FIFA U-20 World Cup in bring us closer to our goal? Will this initiative With 850,000 registered players, soccer is supporting our players, coaches and officials 2007, the goal was to prove that Canada could help Canada become a leading soccer nation? – by far – the most popular team sport in at all levels of the sport. stage a truly world-class soccer event. That If the answer is “no”, then it is time to rethink this country. Globally, Canada ranks in the competition attracted huge television audiences 2. Ensure CONSISTENT, WORLD-CLASS its relevance, no matter how long it has top ten for participation. Canadian Men’s and and a paid attendance of close to 1.2 million PERFORMANCES by our National Teams. been around. Women’s National Teams have captured an — a single-sport record for Canada, and a Olympic medal and multiple CONCACAF 3. ENCOURAGE and oversee the GROWTH U-20 attendance record for FIFA. In the grand Our focus must remain fixed on the key titles. Of the 209 FIFA Member Associations, OF THE GAME in our country. scheme of things, the quality of the tournament priorities that emerged from our consultations Canada ranks in the top 5% in qualifying for 4. GOVERN the game in Canada itself out paced Canada’s performance on with Canadians and that are outlined in this FIFA World Cup competitions. PROFESSIONALLY in collaboration with the pitch. plan: technical leadership, National Team performance, and growing and governing the Our sport has never been stronger, with a our partners. But expectations have changed considerably in game of soccer in Canada. record number of participants, unprecedented The 2014-18 Strategic Plan is based on ideas just a few short years. When Canada welcomes corporate support, and dedicated leaders gathered from coast to coast. It will help us the top female soccer players from around the Canada is poised to advance beyond its working together at all levels, from community build towards becoming a leading soccer nation globe to the FIFA Women’s World Cup Canada reputation as a top host of international events clubs, through the Provincial and Territorial and provides the road map to help get us there. 2015™ and FIFA U-20 Women’s World Cup and a leader in women’s soccer to achieve Associations, to the national governing body. It is a product of the passion that pervades the Canada 2014, our teams will be expected consistent, top-tier performances at every level The Canadian Soccer Association’s 2014-18 Canadian soccer community… the passion that to perform. and in every aspect of the beautiful game. Strategic Plan – titled LEADING a Soccer will assure our success moving forward. This is due, in part, to the breakthrough success Nation – reflects that excitement. This is a plan While the road ahead is clear, we can expect of the Canadian Women’s National Team at the with a difference. In fact, it represents a first some bumps along the way. Our diverse London 2012 Olympics. But it’s also a sign that for our organization. Traditionally, the Canadian community will not always agree on every soccer in Canada is maturing, and an indication Soccer Association’s strategic plans have been priority. Ultimately, we all have the same goal: of its increasing relevance as the largest internal documents. While it made sense during participation sport in Canada. a previous era, the landscape has now changed, To be able to stand proud with our fellow Peter Montopoli The Canadian Soccer Association has spent the along with our collective outlook on soccer in Canadians as we build towards becoming a General Secretary last several years growing the game, establishing Canada. leading soccer nation, one that consistently Canadian Soccer Association qualifies for and successfully competes in every our expertise in hosting international events, For the first time, we have reached out to the single FIFA competition, with the pinnacle putting our financial house in order, revamping Canadian soccer community, looking for ideas event that is the FIFA World Cup. the governance structure, and building the and guidance on where we need to take the Canada Soccer brand. With that solid foundation beautiful game in our country. in place, it’s now time to focus on technical Canadians responded by the thousands – fans, excellence as we build towards becoming a players, parents, coaches, officials, administrators, leading soccer nation. sponsors, vendors and media. This is what we heard. Victor Montagliani President Canadian Soccer Association INVEST GOVERN IN THE GAME IN CANADA TECHNICAL PROFESSIONALLY LEADERSHIP IN COLLABORATION BY SUPPPORTING WITH OUR PARTNERS

OUR PLAYERS, Successfully hosting global competitions will elevate the COACHES AND profile of soccer in our country. OFFICIALS AT This will assist the Canadian Soccer Association in its quest for the ALL LEVELS development of new commercial partnerships and in furthering OF THE SPORT our brand both on and off the field. To maximize this impact, we must work more closely with our Increasing the technical ability provincial and territorial partners of our players starts at the to provide seamless operations grassroots level. across the country.

ENSURE ENCOURAGE CONSISTENT, AND OVERSEE THE WORLD-CLASS GROWTH PERFORMANCES OF THE GAME BY OUR IN OUR COUNTRY NATIONAL TEAMS The success of our National Teams has a direct and tangible A reliable stream of high caliber impact on the overall popularity players and qualified coaches is one of of the game, as young players the essential building blocks for any gain inspiration from National soccer nation that wishes to compete Team role models competing in successfully at the international level. global competitions. But we must build an environment in which we can hold these players and coaches to a higher standard of performance. INVEST IN TECHNICAL LEADERSHIP BY SUPPORTING OUR PLAYERS, COACHES AND OFFICIALS AT ALL LEVELS OF THE SPORT.

Increasing the technical ability of our Canadian soccer, LTPD is the on-ramp 1.4 Update the coaching curriculum OFFICIALS AND ADMINISTRATORS players starts at the grassroots level. that will get our top players there. for National A and B licenses to reflect Our sport needs more than just 1.2 Fully implement a National a renewed focus on high performance. strong players and coaches: we PLAYERS Player Development Pathway that 1.5 Increase the enrolment, national must fully develop our officials and The Canadian Soccer Association coordinates the identification and representation, diversity, and number administrators who support the game. will continue to ensure that our development of elite players through of successful graduates of our National It is important to continually invest well-established Long-Term Player professional clubs, training centres and A and B licensing program. in the people who make the game Development (LTPD) model will happen. a scouting network in order to provide All of our coaches from East to West, remain player-centric and focused a continual pipeline for all National and from grassroots to elite level 1.7 Recruit and develop more match on small-sided games designed to Teams. must work from the same game plan. officials starting at younger levels improve technical ability, maximize COACHES A consistent approach to technical and mandate minimum continuing enjoyment, and encourage lifelong development will provide a seamless education standards in a supportive participation regardless of age, gender, In order to develop elite athletes, we and standard set of programs, ensuring environment. or ability. need elite coaches. Building towards a leading soccer nation means that that our players have a smooth and 1.8 Support competency- 1.1 Ensure that grassroots youth players at all ages and levels must consistent progression of skill and based recruitment, selection and programming (e.g., LTPD) is fully be supported with proven technical performance regardless of where they development of soccer administrators, embraced and universally adopted by programs that are implemented by are from. technical, volunteer, and support staff. all youth clubs from coast to coast. knowledgeable coaches. 1.6 Design and publish a national Our LTPD program needs to be 1.3 Mandate minimum standards of training curriculum with a universal linked to the creation of a National age-appropriate coaching certification vocabulary and a developmental Player Development Pathway. If the for all levels through a rigorous and methodology that streamlines National Player Development Pathway high-quality qualification and testing technical progression with an represents the “superhighway” of curriculum – one that is both affordable adaptable and consistent style of play. and available across the country. ENSURE CONSISTENT, WORLD-CLASS PERFORMANCES BY OUR NATIONAL TEAMS

A reliable stream of high caliber high-performance youth players and In order to play at the highest level 2.4 Maximize investment in indoor players and qualified coaches is one national/professional team selection. possible, facilities must be world-class. and outdoor facilities from both of the essential building blocks for any In order to improve, our National This challenge is more pronounced private and public sources while soccer nation that wishes to compete Teams must compete against the in a country whose climate and coordinating with local governments successfully at the international level. best and more often. Increasing the geography present both challenges and ensuring meaningful technical But we must build an environment in number of playing opportunities for and opportunities. input. which we can hold these players and our elite players at home is one way coaches to a higher standard to boost the performance of Canada’s of performance. National Teams. 2.2 Seek out increased opportunities Our National Team coaches do not for National Team games versus high have the benefit of selecting players quality opponents. who regularly compete in an elite- level domestic league. The world’s The majority of amateur soccer top national teams draw from their leagues in this country do not have domestic leagues. The development minimum requirements related of a home-grown system in which to coaching certification, training our best players can compete is of curriculum, or player development. paramount importance. 2.3 Mandate that all competitive and 2.1 Support the development of high performance leagues in Canada elite-level, semi-professional regional be standards-based at the appropriate leagues that provide a bridge between level. ENCOURAGE AND OVERSEE THE GROWTH OF THE GAME IN OUR COUNTRY

The success of our National Teams work with our partners, including the 3.3 Secure the legacies in new stadium has a direct and tangible impact on federal and provincial governments, construction and upgrades invested by the overall popularity of the game, as on a national infrastructure strategy to each of the official host cities. young players gain inspiration from support the grassroots development While our international prominence National Team role models competing of the game. This will also allow us in the women’s game has made in global competitions. to extend the impact of the FIFA significant inroads in the last several U-20 World Cup Canada 2007 and years, our men’s program needs Greater interest in grassroots soccer to sustain the legacy of the FIFA further investment and commitment means increased membership, Women’s World Cup Canada 2015™ so that we reach new heights in the engaged supporters, celebrated and the FIFA U-20 Women’s World global game. Hosting one of the coaches, more skilled players coming Cup Canada 2014. most prestigious sporting events in through the system for National Team 3.2 Successfully host two women’s the world will act as a catalyst for the selection, and ultimately, Canada as a competitions in 2014 and 2015, with growth of soccer in our country. true soccer nation. matches in cities from coast-to-coast 3.4 Successfully prepare and submit a 3.1 Maintain our position as the with new attendance and TV- bid to host the 2026 FIFA World Cup. number one participation sport in viewership records. Canada while devoting appropriate Long after the FIFA Women’s World resources to ensuring a higher Cup 2015™ has concluded, soccer participation rate from females, players, coaches, officials and clubs will aboriginal people, athletes with a continue to enjoy the expanded and disability and ethnic minorities. upgraded training facilities prepared Over the next four years, the for the competition. Canadian Soccer Association will financially from economies of scale strengthen relationships with all GOVERN when negotiating for nation-wide stakeholders. THE GAME IN CANADA programs and services. 4.8 Solidify relationships with media 4.4 Build a national database of (e.g., television, radio, print, online) in registered players, coaches, referees order to increase exposure of national PROFESSIONALLY and administrators with a unique and professional teams and their IN COLLABORATION WITH ID card that is fully integrated with players. provincial/territorial organizations, The Canadian Soccer Association OUR PARTNERS districts and clubs. This will ensure will continue to grow the commercial seamless communication, brand- Successfully hosting global competitions provincial/territorial levels of the enterprise of soccer in this country building, and relationship management responsibly while managing risk will elevate the profile of soccer in our Association. This will allow us to with sponsors and partners. country. This will assist the Canadian coordinate our operations more effectively. The Canadian Soccer Association Soccer Association in its quest for seamlessly across the country and 4.9 Actively engage in business take advantage of opportunities must also engage in new commercial development through marketing the development of new commercial partnerships while continuing to grow partnerships and in furthering our while collaborating on the delivery of partnerships and the procurement of programs and services. and extend the value of its current new and existing corporate sponsors brand both on and off the field. To brand. maximize this impact, we must work 4.2 Lead a process that mandates and partnership agreements. 4.5 Strengthen our relationships more closely with our provincial and the development of strategic priorities 4.10 Seek out alternative revenue at the provincial/territorial levels with and increase our presence within streams through licensing and CRM territorial partners to provide seamless CONCACAF and FIFA. operations across the country. of the Association which are in (customer relationship management) alignment with the Canadian Soccer 4.6 Work closely with the federal programs in order to ensure revenue We will continue with the governance Association’s current strategic plan. government as well as other funding diversification and long-term reform that was implemented in 2012. 4.3 Continually revisit and refine organizations to seek out commercial commercial viability. With greater clarity around respective national policies and by-laws to achieve partnering opportunities. 4.11 Assess and prioritize items within board and staff responsibilities, greater accountability and transparency The Canadian Soccer Association a risk management framework so we will remain true to the core in our structures and processes. will continue to enhance its that we can commit to service new values of purpose, transparency and It is important that the Canadian communications and its use of relationships and build organizational accountability that are crucial to Soccer Association provides a technological tools to further build capacity without endangering the long- leading-edge governance. seamless structure that harmonizes relationships. term viability of the Association. 4.1 Lead a process that mandates operations between the national 4.7 Maximize use of social media the alignment of the governance and provincial/territorial levels of tools and communication vehicles structures at the national and the Association. 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