Le développement d'un continuum pour les athlètes et les entraîneurs est essentiel pour le positionnement à l'international.

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COACHING ASSOCIATION OF CANADA
2010 – 2014 STRATEGIC PLAN
M A N D A T EM A N D A T E
STRATEGIC IMPERATIVES
2014 Strategic Goals & Objectives
2014
Annual
Ongoing
C O R E V A L U E SC O R E V A L U E S
V I S I O NV I S I O N
2014 Critical Benchmarks2014 Critical Benchmarks
BoardGov’tManagement
MANDATE:
To lead ethically sound coaching and sport leader training, delivery and promotion in association with other
stakeholders, through a leading-edge national coach and sport leader development program that provides for
coaching within a broad context of sport leadership based on the needs of sport participants, from playground
to podium.
CORE VALUES:
Sport leads to individual and community growth
CAC believes:
 The significant benefits of sport should be accessible to individuals throughout their lives. It helps
Canadians lead an active lifestyle that positively affects their health.
 Sport provides the means for individuals to learn dedication, discipline, perseverance, and team work,
strengthen character, and develop self-confidence.
 Sport brings people in communities together and is an essential element in strengthening community life.
 Coaching is a fulfilling experience because it fosters meaningful relationships with athletes and
participants, other coaches, and the community, and provides opportunities for personal growth.

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Coaching is the primary influence on the quality of a participant’s sport experience
CAC believes:
 From playground to podium, the presence of competent and ethical coaches has a positive impact on
sport participation, performance and the lives of those they coach.
 The commitment and contributions of those coaches should be recognized and celebrated.
Competent and ethical coaches are essential to the provision of a safe and positive sport environment
The CAC believes:
 Earning public trust obligates coaches to meet established standards for safety, ethical behavior, and
competency.
 Standards allow individuals, families, and communities to identify and select competent and ethical
coaches who will protect the physical and psychological safety of participants and athletes.
 The National Coaching Certification Program is the Canadian standard of coaching competency.
Coaching requires lifelong learning
CAC believes:
 Coach education improves a coach’s ability to meet the needs of participants and athletes.
 Coaches have a responsibility to continually learn and use the most effective means of working with their
participants and athletes.
Coaching education demands collective effort
CAC believes:
 Common values, shared responsibilities, mutual respect, and accountability among partners are essential
to the ongoing quality, currency, and relevance of coach education.
 Coaches and coach education benefit from partnerships beyond the sport system.
Inclusion must be the hallmark of Canada’s sport environment
CAC believes:
 Barriers to coaching that result from gender, physical ability, sexuality, religion, culture, language, or
region of the coach should be eliminated.
 Affirmative strategies address historical under-participation or systemic bias.

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VISION:
The Relentless Pursuit of 1M Active, Certified Coaches
STRATEGIC IMPERATIVES AND GOALS:
1. QUALITY PROGRAMS & SERVICES
1.1. Strengthen the product development cycle to ensure relevant, timely and innovative programs and
services.
2. ENHANCED SYSTEM CAPACITY
2.1. Ensure a consistent quality of program and service experience.
2.2. Augment the program development and delivery capacity of partners.
2.3. Expanded reach of programs and services.
3. STRENGTHENED COACHING ENVIRONMENT
3.1. Create conditions that reinforce a coach’s influence and accountability at all levels in the sport
system.
3.2. Enhance the value society places on the Coach.
4. ALIGNMENT OF SYSTEMS AND STRUCTURES
4.1. Ensure a consistent level of excellence in policy development, decision-making processes and
implementation.
4.2. Advance business systems that support the achievement of organizational strategies and sustain
partner confidence.

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2014 OBJECTIVES AND BENCHMARKS:
1. QUALITY PROGRAMS & SERVICES
1.1. Strengthen the product development cycle to ensure relevant, timely and innovative programs
and services.
1.1.1. Implement an integrated system of program and service development, renewal, and
continuous improvement.
2014 Critical Benchmarks:
a) System for new product development and product review is defined and introduced (idea
generation, concept development, screening criteria, market testing).
b) Schedule of introduction, renewal, or "retirement" for programs and services is
published annually.
1.1.2. Conduct regular research and evaluation on the impact of programs and services.
2014 Critical Benchmarks:
a) Research and/ or evaluation are a component of each new program or service.
b) 3 - 7 % of the annual program / service budget are allocated for research and / or
evaluation.
2. ENHANCED SYSTEM CAPACITY
2.1. Ensure a consistent quality of program and service experience.
2.1.1. Advance the adoption of quality standards in the delivery of programs and services.
2014 Critical Benchmarks:
a) Quality assurance framework is developed for programs and services.
2.1.2. Ensure that end users receive consistent and clear information about programs and services.
2014 Critical Benchmarks:
a) Training, certification and professional development pathways are determined and
published on www.coach.ca for all approved sports and contexts.
b) 90% accuracy of personal information of coaches in the NCCP database.
c) 100% of active people in our database receive proactive communications related to
learning opportunities
d) 95% customer satisfaction.
2.2. Augment the program development and delivery capacity of partners.
2.2.1. Reinforce the capacity within NSO partner organizations to fully develop and implement
their identified NCCP contexts.
2014 Critical Benchmarks:
a) Report Card to measure progress is fully operational.
b) Clear overview of the support CAC provides to partners (not limited to, but including,
financial tools, consulting expertise) is developed.

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c) By 2014 all contexts identified by NSOs have achieved final approval.
d) New NCI curriculum is fully implemented.
e) 3 Programs to enhance High Performance coaching are implemented.
2.2.2. Reinforce the capacity within partner organizations to develop competent and ethical
coaches using problem-based learning, and evaluation.
2014 Critical Benchmarks:
a) Supply of Learning Facilitators and Evaluators meets demands of sport system.
b) 80% of all Learning Facilitators and Evaluators are certified and system to monitor
performance is established.
c) Ongoing professional development opportunities available for Learning Facilitators and
Evaluators.
d) Development of tools for the recruitment, screening, training and retention of mentor
coaches created.
2.3. Expanded reach of programs and services.
2.3.1. Support partners to extend their delivery to all target coach populations. (New coaches,
transitioning athlete, active coaches, reengagement of inactive coaches).
2014 Critical Benchmarks:
a) New platforms are developed to reach and average of 10,000 transitioning athletes
annually.
b) Professional development services to administrators are offered in all Provinces and
Territories.
c) Partners are engaged in a collective process to establish long-term planning goals and
common metrics for coaching development.
d) 5 additional delivery networks established; 4 for Community Sport, 1 for Competition -
Introduction.
2.3.2. Continue to develop and support initiatives to address the under-representation of women,
new Canadians, Aboriginal persons, and coaches of athletes with a disability.
2014 Critical Benchmarks:
a) Modifications made to Women in Coaching Program based on outcomes of assessment.
b) New resources are available for new Canadians programming.
c) Renewed agreements for 2013 and 2015 Canada Games Apprentice Program for women
and Aboriginal coaches.
d) 100% compliance to the marketing policy related to underrepresented groups.
2.3.3. Advance the implementation of a professional development framework.
2014 Critical Benchmarks:
a) 100% of NSOs have a Professional Development Policy.

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3. STRENGTHENED COACHING ENVIRONMENT
3.1. Create conditions that reinforce a coach’s influence and accountability at all levels in the sport
system
3.1.1. Foster shared learning across the sport system among coaches, administrators and parents.
2014 Critical Benchmarks:
a) Creation of Six Sigma type rating program for Coaching.
b) 2 resources are developed specific to parents.
c) Balanced representation (50%) between coach /coach educators and administrators at
Sport Leadership.
3.1.2. Encourage the expanded recognition of the role and accomplishments of competent and
ethical coaches.
2014 Critical Benchmarks:
a) Expanded reach of recognition programs.
b) Offer national program to recognize accomplishments of competent and ethical coaches
and coach educators.
3.1.3. Support the viability of coaching as a profession.
2014 Critical Benchmarks:
a) Accreditation process for university coaching degree is approved by the CAC Board of
Directors.
b) Implementation of recommendations from the Status of the Coach working group.
c) CAC continues to offer Coaching Internship Program(s).
3.2. Enhance the value society places on the coach.
3.2.1. Increase public awareness of CAC, NCCP and the value of competent and ethical coaches.
2014 Critical Benchmarks:
a) Increase the awareness by 25% of CAC and NCCP.
b) Vertically integrated marketing that drives awareness of 10 distinct CAC programs or
services has been developed.
4. ALIGNMENT OF SYSTEMS AND STRUCTURES

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4.1. Ensure a consistent level of excellence in policy development, decision-making and
implementation.
4.1.1. Facilitate inclusive processes for partner engagement, decision making and execution.
2014 Critical Benchmarks:
a) 80% partner satisfaction, as measured with instrument development in consultation with
partners, meets industry standard.
b) Process and schedule by which policies are developed, reviewed, and updated is
published.
c) Board has determined and measures its effectiveness and has a development plan.
4.2. Advance business systems that support the achievement of organizational strategies and
sustain partner confidence.
4.2.1. Operationalize information technology system that generates reliable and accessible data,
and supports communications.
2014 Critical Benchmarks:
a) System downtime meets accepted industry standards.
b) 80% partner satisfaction with IT / telephone services.
c) Document Management System (e-docs and central filing) implemented with 100% staff
compliance.
d) 100% of staff is competent in the day to day use of Microsoft Office Suite of programs.
4.2.2. Generate resources sufficient to ensure continuing progress in coach education programs and
services.
2014 Critical Benchmarks:
a) Increase, by 20%, non-government revenues to implement 2010-2014 Strategic Plan.
b) Mandate Agreement and NCCP Partner Fee for 2014 and beyond are set and agreed
upon.
4.2.3. Ensure staff complement meets the demands of developing and delivering programs and
services and supporting partners.
2014 Critical Benchmarks:
a) Human Resource system meets CHRP standards.