Sport Calgary’s Strategic Plan 2021-2023 sport calgary be part of the energy ™ Sport Calgary assists, supports, and infuences the growth of sport in Calgary Table of Contents Introduction 2 Core Values, Mission, Vision, and Pillars 3 Strengths, Weaknesses, Opportunities, Threats 6 Organizational Development 10 City of Calgary Relationship 11 Financial Stability/Diversification 14 Partnerships & Community Engagement 15 Events 18 Membership 21 Communications 22 Education 24 Appendices 26 1 Introduction Sport Calgary has incredible potential. We’ve always been guided by our deep love of sport and our mission to help sport grow in Calgary. Each year, the board, staff, members and friends of Sport Calgary share insights and recommendations for strategic priorities. A Strategic Plan emerges from these discussions, which Sport Calgary has used to successfully grow its infuence and partnerships within the city. This 2021 update to the 2019-23 Strategic Plan is unlike any other in Sport Calgary’s history, as we deal with the worldwide COVID-19 pandemic. Sport Calgary’s Strategic Plan represents countless hours of dedicated and thoughtful refnement. We are confdent that through it, Sport Calgary can meet its tremendous potential, and help Calgary reach its potential, too. 2 Core Values The process of two or more people or organizations working together The obligation to account to realize shared goals; non- for our individual and adversarial, non-confrontational, organizational activities, very similar to cooperation accept responsibility for them, and to disclose the Respect for and results in a transparent manner appreciation of Arrangements differences in where parties, ethnicity, gender, known as partners, gender identity, age, agree to cooperate national origin, Collaboration to advance their disability, parental mutual interests status, sexual Accountability orientation, socio- Partnerships economic status, education, and religion sport calgary Diversity be part of the energy ™ Transparency Core Values Openness, Health & Community communication, Well-Being and accountability Fitness Service Quality Committed to the Canadian Sport for Life framework by The combination of social, “bringing together health, Meeting all stakeholder/ education, recreation, sport economic, environmental, customer expectations with cultural, and political and other stake- holders to respect, integrity and develop and implement a conditions identifed by excellent performance, both individuals and their plan for an active, healthy individually and as an community” communities as essential for organization them to fourish and fulfll their potential 3 Mission, Vision, and Pillars VISION: The voice for sport in Calgary Sport Calgary assists, supports, and MISSION: infuences the growth of sport in Calgary Strategic Objectives & Business Plan Governance Research Advocacy Education Development Engagement 4 Governance is the establishment of policies, and continuous monitoring of their proper implementation, by the members of the governing body of an organization. It includes the mechanisms required to balance the powers of the members and their primary duty of enhancing the prosperity and viability of the organization.1 Governance Advocacy is an activity by an individual or group which aims to infuence decisions within political, economic, and social systems and institutions. Advocacy includes every form of research, activist journalism, persuasion, coalition-building, and public relations as well as political activity.2 Advocacy Research is the systematic investigative process employed to increase or revise current knowledge by discovering new facts. It is divided into 1) Basic research, which is inquiry aimed at increasing scientifc knowledge, and 2) Applied research, which is efort aimed at using basic research for solving problems or developing new processes, 1 Research products, or techniques. Education is the process of facilitating learning, or the acquisition of knowledge, skills, values, beliefs, and habits. Educational methods include storytelling, discussion, teaching, training, and directed research.2 Education Organizational Development is the systematic process of planning for and implementing efective change, to increase an organization’s efectiveness or efciency, throughout the organization or in specifc areas.2 Development Community Engagement is the process of building relationships with community members who will work side-by-side with you as an ongoing partner, in any and every way imaginable, building an army of support for your mission, with the end goal of making the community a better place to live.3 Engagement 5 Sources: 1 Business Dictionary; 2 Non-Proft Management; 3 Wild Apricot Strengths, Weaknesses, Opportunities, Challenges Strengths Weaknesses Opportunities Challenges Positioned well to be the voice ***COVID-19 uncertainty; ***COVID-19 recovery; ***COVID-19 uncertainty; of amateur sport in Calgary includes short-term fnancials, increasing need for sport and includes longer-term fundraising, and local positive stories of local fnancials, fear of infection economy successes within sport, AHS health/safety guidelines Relationships and support from Too many opportunities with Civic Partner status and policy De-emphasis on physical various stakeholders, including limited resources (money and alignment; collaborating with education in schools - pushes City, sport community, people) and capacity to serve other Civic Partners responsibility onto community community partners and breadth of stakeholders and clubs/organizations, with no corporate sponsors scope of mandate broad school board policies Successful frst year of 2019-23 Lack of awareness and Leveraging engagement and Limited municipal and other Strategic Plan, with major understanding from general relationships from various public funding for sport and activities and KPIs met public of Sport Calgary stakeholders, including City, infrastructure mandates and various sport community, community initiatives partners, corporate sponsors, post-secondary institutions and community at large Effective Board refecting Some sport organizations may Emergence of new sports, Communicating and delivering diverse expertise and not see value or relevance including inter-cultural value to members perspectives offerings Governance model and Financial reliance on City of Physical literacy: advocacy and Prioritization: limited resources practices Calgary education spread too thin Civic Partner status and Not capturing all voices (e.g. Growing and increasingly Tough economy and need for alignment small volunteer organizations) diverse population fscal restraint Public need for sport advocacy Lack of media coverage for Engagement of Sedentary lifestyle and amateur sport underrepresented groups as increased screen time defned in Sport for Life policy. Objectivity of advocacy and Limited shelf life of Volunteer engagement and Changes of governments / research fundraising event format enthusiasm for sport political uncertainty in a local election year High performing and cohesive Low engagement with schools Digital presence and resources; team; track record of achieving and education boards growing established platform results to offer integrated membership programs Growing membership base Lack of integrated Mental Health advocacy in membership program sport Growing value for membership Capacity for volunteer New revenue streams; new engagement events/initiatives Name/brand, including public COVID-19 uncertainty; New facilities completed and credibility/awareness includes short-term fnancials, contemplated fundraising, and local economy Media relationships and skills Strengthen relationship with Sport for Calgary Foundation School programs and policies ActiveCITY community engagement 6 This page deliberately left blank 7 ACTIONS 2021-2023 This section identifes specifc actions by year, together with related KPIs 8 ACTIONS: Organizational Development Sport Calgary’s organizational growth and development has accelerated in recent years, driven by its dedicated volunteer Board and supported by strong staff, engaged members, and key stakeholders. With a growing membership base and strong community partnerships, Sport Calgary is well-poised to continue building on that solid foundation over the next few years and beyond as it continues on its mission to be the voice of sport in Calgary, and assist, support, and infuence the growth of sport in our City. Governance 2021 • Complete 2021 update to 2020-23 Strategic Plan, capturing direct input from members and key community stakeholders (KPIs: Alignment of Strategic Plan and bylaws, following full review and submission of bylaws; AGM turnout and engagement; Board review by December 31, 2020 and approvals by March 30, 2021 of Plan; communication of draft Plan to members and key community stakeholders by January 31, 2021; results and 2021 Business Plan aligned with Plan Actions and various specifc KPIs) • Continued growth in active membership (KPI: continued growth to 350 voting member organizations, from 2020 year-end total of 314) • Board skills and competency self-assessment (KPI: completed and submitted to Board Chair by February 15, 2021) • Review current Board recruitment process and update if required (KPI: review completed and any updates approved by Board in March 2021) • Review current Board policies and risk matrix, and update as required (KPI: review completed and any updates approved by Board in March 2021) • Recruit for Board vacancies and appointments,