Strategic Business Plan

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1 Fédération Canadienne de Handball Olympique Canadian Team Handball Federation 453, rue Jacob-Nicol, Sherbrooke (Québec), Canada, J1J 4E5 Strategic Business Plan April 1, 2010 to March 31, 2015 Contact nformation Chief Operating Officer: Francois LeBeau Telephone: (819) Fax: (819) Date of Plan: July 15, 2010 CTHF Strategic Business Plan Page 1

2 Executive Summary The strategic business plan will play an integral role in managing the Federation and achieving its goals over the next five years. t will be used extensively by the Management Committee. f necessary it will be modified prior to the Annual General Meeting to reflect the ongoing development and needs of the Federation. The sport of team handball in Canada is not a mainline sport however there are over 10,000 members across Canada that play the sport at various levels from mini handball through elite programs. n addition, Canada has had the opportunity to participate in the World Championships twice and the Olympics once over the last 45 years. The City of Toronto will host the 2015 Pan Am Games and this plan is intended to provide some guidance so that Canada can achieve a podium position in team handball. The goals, objectives and recommendations to support this plan are discussed in greater detail later. Table of Contents TBD CTHF Strategic Business Plan Page 2

3 Major Assumptions Financial The Federation will prepare a three (3) year rolling budget to be presented for approval at the AGM. The Federation will not receive any annual Sport Canada Funding for the next two (2) years and will only receive $25,000 per year for the final three (3) years of this plan. All National teams will be self funded for each event and no funds will be used from general revenue to support these programs. National membership fees will remain at the same level for each category however it is anticipated that Manitoba Team Handball Federation will return to full member status by the 2011/2012 reporting period. Entry fees for National Championship will be $900 plus a $200 performance bond effective for 2012 championships for all age groups. The Donation program and National Aide program will remain at the same level or higher than 2010 reporting period. Provincial Federations at the affiliate level of membership will continue to be able to apply for development grants. Governance A committee has been formed to complete a full Constitution review with recommendations presented at the 2011 AGM for approval. The review will include the roles and responsibilities of the Management Team members as well as an organization chart. A committee has been formed to complete a full review of the National Champions Rules and Regulations with recommendations presented at the 2011 AGM for approval. The Strategic Business Plan will be revised if necessary and presented for approval at the AGM. Administration A committee will be formed to review the existing CTHF website for improvements or replacement and the budget for 2011/2012 will reflect any proposed impact. Coaching The National teams coaching levels will be revised to align with the new levels as created in the CBT program. ntroduction to Competition will be approved by Dec.31/10 with role-out completed by Mar.31/11. The initial Train the Trainer process will be complete by Sept.1/11. CTHF Strategic Business Plan Page 3

4 Critical Success Factors and ssues facing the Federation Financial stability - CTHF will be making a funding application to Sport Canada prior to Nov. 15, Explore opportunities with HF for developmental funding. mplementation of education and training program through the following: - Completion of CBET coaches training program - Coaching and official symposiums - Solicit documentation from HF to assist coaches with training programs - Solicit rule books from HF to provide to Provincial federations Solicit and approve sponsorship opportunities with apparel suppliers for National teams. Marketing and promotion of team handball to corporations, government and the general public. Explore opportunities with clubs in other countries around the globe with exchange programs for players, coaching symposiums and corporate sponsorship. Resolve issues around corporate governance with the development of roles and responsibilities for Management Team, committees, etc. Risks associated around regional development and lack of unified approach to strategic planning and coordination. Organizational History The strength of the organization was founded on the skills and knowledge of the Chief Operating Officer and the President. n order to become and effective organization all members of the Management Committee must play a role and all must contribute to be successful as a national organization. The Strategic Plan will provide guidance and focus to the Management team. CTHF Strategic Business Plan Page 4

5 Key Performance Worksheet CTHF Strategic Business Plan Key Performance Area: Athlete Development Key Focus Area: National Team Goal: To have best high performance players on National teams Objective: To have at least 30 players from which to choose the national team Strategy Action Responsibility TimeLine Forecast Performance outcome Priority nvolve Provincial Federations Discuss tentative dates VP National Teams X X X X X Develop plan and send to Provincial Federations prior 1 Communication Level 3 certified coaches Copy Provincial Federations coach/player correspondence dentify potential coaches to Sept.1 VP National Teams X X X X X ncreased high performance participation from across Canada VP Coaches X X X X X 6 certified coaches and 6 more working on this level 1 1 CTHF Strategic Business Plan Page 5

6 Key Performance Worksheet CTHF Strategic Business Plan Key Performance Area: Administration Key Focus Area: Governance Documentation Goal: To have most recent information available Objective: To review governance documents at least every 3 years and contact information every 3 months Strategy Action Responsibility TimeLine Accurate Special Committee & documents that Management Committee reflect practises Timely issuance of contact information on Website Organization chart Timely issuance of meeting minutes Review and update existing Constitution and Nat. Championship Rules & Reg. Review existing data Develop organization chart, roles & responsibilities of Management Team Publish documents within 1 week Forecast Performance outcome Priority X X April 1/2011 Recognized leader in governance and management COO X X X X X Quarterly Website is good source of latest information Special Committee & Management Committee X X Dec.31/10 Clear understanding of position responsibilities and roles COO X X X X X Ongoing mproved communication and accurate information CTHF Strategic Business Plan Page 6

7 Key Performance Worksheet CTHF Strategic Business Plan Key Performance Area: Finance Key Focus Area: Long Term Financial Stability Goal: To increase funds available to grow and develop Objective: To improve financial performance to help stabilize the Federation Strategy Action Responsibility TimeLine Forecast Performance outcome Priority Business plan Develop 3 year Treasure, COO & X X X X X Nov.1/10 mproved understanding of 1 budget President cash flow ncreased funding Application to COO X X X X X Oct.30/10 Approved for next funding 1 Sport Canada cycle Financial reporting Preparation of COO X X X X X May 1 Better decisions by BOD 2 financial statements for AGM Growth Develop plan to get 2 addition full members COO X X TBD Manitoba to return to full membership within next 2 years and Ontario or BC to affiliate within next 3 years 2 CTHF Strategic Business Plan Page 7

8 Key Performance Worksheet CTHF Strategic Business Plan Key Performance Area: Marketing Key Focus Area: Sponsorship Goal: To have all National Teams with same presentation at competitions Objective: To secure primary sponsor for apparel Strategy Action Responsibility TimeLine Standardized uniforms, etc. Establish agreement for next 3 years with major sports clothing supplier Forecast Performance outcome Priority VP National Teams X X X X X TBD More athlete pride and improved competition performance 2 CTHF Strategic Business Plan Page 8

9 Key Performance Worksheet CTHF Strategic Business Plan Key Performance Area: Marketing Key Focus Area: Communications Goal: To issue monthly electronic newsletter Objective: To improve communications with all interested parties Strategy Action Responsibility TimeLine Forecast Performance outcome Priority Provincial Federations contributing articles/announcements Monthly electronic newsletter COO X X X X X Monthly Sharing of information from National and Provincial levels 2 Key Performance Area: Marketing Key Focus Area: Communications Goal: Long term stability and growth Objective: To find opportunities with other federations or clubs around the globe to help us develop Strategy Action Responsibility TimeLine Forecast Performance outcome Priority Growth Contact President X X X TBD Exchange programs for 2 professional clubs players/coaches/officials Growth Contact HF COO X X X TBD Development funding 2 CTHF Strategic Business Plan Page 9

10 SWOT Analysis The SWOT Analysis has two purposes: To help identify where the sport is now To prepare the sport to develop a strategy that will use the organization s strengths, manage the weaknesses, take advantage of the opportunities and minimize those threats that become real. The goals, objectives and strategies in this strategic business plan aim to bridge the gap between where the CTHF is now and the vision of where the organization wants to be in the future. Strengths People Management team Second largest registration sport in the World Olympic legacy Very strong programs in Alberta and Quebec Competed at 2005 World Championships Opportunities Strategic alliances with professional clubs or other federations ncrease support from Sport Canada and other Government agencies Development support from HF Weaknesses Communication Lack of funds to reach all areas to broaden participation neffective governance and management practises neffective regions Poor strategic direction, planning and review nternal conflicts Not a core sport in Canada Not well known in North America Weak Provincial programs in 4 Provinces and no program in Territories Aging core players in National Team Program Threats Lack of revenue Declining participation in National team program Rising costs No market presence National team program self funded by participants Lack of strong voice in Pan Am Federation Poor Pan Am ranking CTHF Strategic Business Plan Page 10

11 CTHF Draft Organization Chart President Management Committee Board of Directors BC VP VP Coaches VP National Teams Officials Treasurer COO Alberta Saskatchewan Manitoba Ontario Quebec New Brunswick NFL & Labrador CTHF Strategic Business Plan Page 11

12 Canadian Team Handball Federation Tree Year Budget REVENUE 2010/ / /2013 National Membership Fees Full membership - $5,500 $ ,00 $ ,00 $ ,00 Associate membership - $1,000 $ 2 000,00 $ 2 000,00 $ 3 000,00 Affiliate membership - $100 $ 200,00 $ 200,00 $ 200,00 Sport Canada $ - $ ,00 $ ,00 Coaching Association of Canada $ 5 000,00 $ 5 000,00 $ 5 000,00 Fundraising Personal donations $ ,00 $ ,00 $ ,00 National Team Athletes $ ,00 $ ,00 $ ,00 Sale of equipment/resouces $ 500,00 $ 500,00 $ 500,00 Canadian Championships Revenue $ ,00 $ ,00 $ ,00 Training Fees $ 5 000,00 $ 5 000,00 $ 5 000,00 Fines $ 1 500,00 $ 1 500,00 $ 1 500,00 Grand Total - Revenues: $ ,00 $ ,00 $ ,00 EXPENSE 1. Finance & Administration General Administration $ ,00 $ ,00 $ ,00 Salaries/Contract/Travel $ ,00 $ ,00 $ ,00 National Championship $ ,00 $ ,00 $ ,00 Provincial Aide Program $ ,00 $ ,00 $ ,00 Coaching Program $ 6 500,00 $ 6 500,00 $ 6 500,00 National Development $ 2 500,00 $ 2 500,00 $ 5 000,00 National Team Expeditures $ ,00 $ ,00 $ ,00 National Team nsurance $ 2 000,00 $ 2 000,00 $ 2 000,00 nternational Representation $ 6 000,00 $ 6 000,00 $ 6 000,00 Officials Development Program $ 1 500,00 $ 2 500,00 $ 2 500,00 Women's ntiatives $ 1 500,00 $ 2 000,00 $ 2 000,00 Development Aide Program $ ,00 $ ,00 $ ,00 Grand Total - Expeditures: $ ,00 $ ,00 $ ,00 Notes: 1. National team programs are self-sufficient therefore revenue equals expeditures 2. Personal donations are given back to the Provincial Federations as Provincial Aide Program TOTAL REVENUE: $ ,00 $ ,00 $ ,00 TOTAL EXPEDTURES: $ ,00 $ ,00 $ ,00 BALANCE: $ (26 420,00) $ 2 200,00 $ 700,00 CTHF Strategic Business Plan Page 12

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