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British Canoeing Strategic Plan 2017 - 2021 Foreword

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British Canoeing Strategic Plan 2017 - 2021 Foreword STRONGER TOGETHER The Strategic Plan for British Canoeing 2017-2021 Contents 3 20 34 Foreword Action Plan 2 Action Plan 9 Attract New Members to British Develop Volunteers, Canoeing and Improve Member Coaches and Leaders 4 Engagement and Satisfaction Why does British Canoeing need a Strategic Plan? 36 22 Action Plan 10 10 Action Plan 3 Strengthen Governance and Financial Create and Promote More Sustainability within the Sport How will British Canoeing Opportunities for Exploration, be different by 2021? Adventure and Challenge 38 12 24 Action Plan 11 Improve the Profile of Purpose, Vision, Action Plan 4 Paddlesport and Communications throughout the Sport Ambitions and Develop a Stronger Network Performance Measures of Clubs and Centres 40 12 26 Appendix 1 Our 11 Ambitions Action Plan 5 Recommendations for Action within Local Areas and Regions and 20 KPIs Create More Places to Paddle and Improve Facilities 13 43 20 Key Performance 28 Appendix 2 Indicators by 2021 Action Plan 6 Recommendations for Action for Clubs and Centres Improve Access and Promote 16 Environmental Awareness Funding Delivery 30 17 Action Plan 7 Provide Excellent The National Action Plans Competitions 18 32 Action Plan 1 Action Plan 8 Increase Regular Improve Pathways to Performance Participation in Paddlesport and International Success 2 British Canoeing Strategic Plan 2017 - 2021 Foreword We are delighted to introduce Stronger Together – the new strategic plan for British Canoeing, which will guide our work until 2021. During 2016, in developing this regions and disciplines and many much clearer about the direction strategy, we consulted widely, listened other committees, for the national of travel and our respective roles carefully and are confident that it associations and for our many national and responsibilities. It seeks to responds well to the challenges and regional partners – because it better harness the skills, enthusiasm presented within the consultation. is through working cooperatively and commitment of all of those that we will be stronger together. individuals and organisations who Stronger Together presents a clear want to play their part in building an purpose and vision for British This is a plan for British Canoeing even brighter future for the sport in Canoeing. It also sets out 11 which incorporates some aspects England and throughout the UK. ambitions and within these are some of UK significance, but more which very significant new approaches will impact only in England. This This strategy document is of course and developments to be delivered is in keeping with the devolved just the beginning, but it’s an essential by 2021. There are measurable management structure for canoeing and strong start. We very much targets and 20 key performance in the UK. The national associations look forward to working with you indicators which will be reviewed in Scotland, Wales and Northern in its delivery and to the exciting annually within the Annual Report. Ireland each have their own developments which will come as a complementary strategies which also result during the next four years. Most importantly, Stronger Together focus on home country delivery. presents a plan for the whole of the sport. It is not only for the Stronger Together provides the Board and the executive team but blueprint for us all to work better also for the clubs and centres, together, with each of us being Professor John Coyne CBE David Joy CEO Chair British Canoeing British Canoeing www.britishcanoeing.org.uk 3 Why does British Canoeing need a Strategic Plan? British Canoeing is one of the recognised national governing bodies (NGBs) of sport in the UK. It is neither the biggest nor the smallest, but with its many disciplines and the varied motivations of its participants, it is certainly more complex than many. Good strategic planning is With so much voluntary effort and too few sources of income and essential to steer the right path with so many people contributing some of its key programmes and through this complexity. to the success of the organisation, a initiatives are in need of review. quality plan which has clear targets British Canoeing is a company and that brings clarity to roles Now is definitely the right time limited by guarantee and also and responsibilities is essential. to create and deliver an excellent a membership organisation. strategic plan which drives the work British Canoeing is also a publicly of the whole of British Canoeing. The Board is accountable to the funded organisation which brings members for managing the strategy with it certain obligations. In 2016 The process began in 2015 and there for the sport and does this through around 80% of its income was from was extensive consultation throughout the production, delivery and public funding through UK Sport 2016. The strategy was further review of the strategic plan. This and Sport England. A high quality informed through desk analysis needs to be a published strategy and active strategy is one of the of the strengths, opportunities, with a clear purpose, vision and crucial expectations from these weaknesses and threats facing the measurable outcomes. Progress funding bodies. It is what will give sport, together with consideration must be reported annually. them enhanced confidence. of the political, economic, social, technological, legal and environmental British Canoeing is a voluntary British Canoeing has finite resources issues facing the sport as a whole. organisation, made up of many and is operating in a changing world. constituents including but Some of the headlines from this work not limited to; clubs, centres, There has been little significant are presented in the following pages. committees, volunteers, coaches, growth in the organisation for officials, the Board and the staff. some time, it is over reliant on 4 British Canoeing Strategic Plan 2017 - 2021 Now is definitely the right time to create and deliver an excellent strategic plan which drives the work of the whole of British Canoeing www.britishcanoeing.org.uk 5 Strengths and Opportunities Large numbers of people of all ages, There are over 40,000 Our consultation demonstrates abilities and interests enjoy canoeing, active club members. a willingness to embark on a kayaking and stand-up paddleboarding. new strategy and to become a There are 33,000 members engaged more united organisation. The breadth of the sport and the directly with British Canoeing. disciplines makes it attractive Great Britain finished top of the to many different people. Over 12,000 registered coaches combined Olympic and Paralympic operate within an established medal table at the Rio 2016 British Canoeing understands the coach education system. Games, winning four Olympic motivations of paddlers and its and five Paralympic medals. members better than ever before There is an excellent base of - 46% of participants in volunteers at club, regional We are one of the most successful paddlesports are female.1 and national level. countries in international competitions, winning 90 medals Over two million adults and There are strong competition across the disciplines in European children take part in the sport pathways in most disciplines. and World Championships in 2016. each year in the UK.2 We have a growing network of trails In England around 196,000 and an increased focus on challenges, core participants will paddle social and participation events. twice a month.3 Research evidence confirms that many more people are interested in taking up the sport.4 There are 384 clubs spread throughout England. 1 Watersports Participation Survey 2015 – Arkenford 2 A Participant Model for Paddlesport 2011 – Further analysis 2015– Fusion Research Limited 2012 3 Active Lives Survey 2015-16 – Sport England 4 Getting Active Outdoors: A study of Demography. Motivation, Participation and Provision of Outdoor Sport and Recreation in England 2015– Sport England and Outdoor Industry Association. www.sportengland.org/media/871842/outdoors-participation-report-v2-lr-spreads.pdf 6 British Canoeing Strategic Plan 2017 - 2021 Weaknesses and Threats Political Lifestyles are changing with more The breadth of the sport The political landscape within people now paddling independently presents a challenge in canoeing is relatively complex, with of clubs and the governing body. resourcing all developments. many organisations involved in the development and delivery of the Whilst the gender balance in The clubs, centres, regions, sport within England and the UK. The participation is strong, more disciplines and many partners are potential exists for British Canoeing must be done to make the not yet united behind a single to take a greater role in coordinating sport more accessible to under- vision and shared goals. the work of partners and in managing represented groups such as black the delivery of the strategy. and ethnic minority communities The sport at national level is over and disabled people. reliant on too few sources of There has been a new government funding, particularly public funding. strategy for sport and physical There are new and higher inactivity – Sporting Future. This has expectations of quality membership Whilst some clubs are thriving, led to changing priorities within Sport services that must be addressed. others feel the need to change England and will in turn influence and are wanting more support the British Canoeing strategy. Digital communications and services to make the right changes. to members need to be enhanced. British Canoeing is a key member Research shows that there are of the International Canoe There is a lack of clarity around more people involved in the sport Federation (ICF). It has several the legal right to paddle on inland now than in 2005, but during representatives on ICF committees waterways in England which is this period regular participation and British Canoeing accepts its a barrier to participation. in canoeing has been static. responsibility to be an active voice in determining the direction of Signposting to existing places to Media coverage and the public ICF and the sport at world level.
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