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PURPOSE
The purpose of the Strategic Plan is to:
Provide members and the general paddling community with the clear strategic direction to be achieved by the
state body, Queensland Canoeing Incorporated (Queensland Canoeing).
Communicate to all staff, committees and members so they understand the outcomes to be achieved, and how
their work contributes to the plan.
Establish a clear priority framework for Queensland Canoeing, which will drive the organisation to successful
growth in all facets of its responsibilities as the peak body for canoeing in Queensland.
INTRODUCTION
This plan has been developed to address the strategic priorities and directions identified by the members, Technical
Committee representatives and key bodies during the planning workshop and consultation held in conjunction with
the Queensland Canoeing Mid-Year Meeting in July 2007 and via informal feedback from members and other
stakeholders in various settings.
Strategic Plan - Sets out the broad directions on how Queensland Canoeing plans to meet its clients’ needs as well
as industry and community expectations over the next three years. The key features include:
Key Result Areas (KRA), in which the organisation must succeed, identified during the planning process.
Outcomes - The planned result or what is to be achieved.
Key Performance Indicators (KPI) - How the outcomes are measured.
Strategies to achieve the outcomes.
Operational Plan - Identifies in more detail the projects that will be conducted over the next 3 years to meet
the outcomes of the strategic plan. The operational plan contains:
Responsible Technical Committee, Project Manager or Officer
Tasks and steps to achieve the strategies
Timeframe for commencement and completion of project.
Required resources (human & physical)
To achieve the outcomes of the strategic plan, Queensland Canoeing will develop strong partnerships and links,
working closely with affiliated clubs, members, industry and stakeholders. In keeping with this aim, a strong client
and customer focus, transparent reporting and clear communication will feature in all activities.
The organisation will, in the development period 2008 - 2010, build upon the solid structures in place to achieve
sustainable self supporting income bases in its operations and implement strategies to assist affiliated clubs
throughout Queensland to manage all levels of participation. Leadership, innovation and building on the expertise,
commitment and experience of staff and volunteers, will enable us to achieve the outcomes of the strategic plan
over the next three years. We will also seek to develop new market opportunities that increase the level of services
offered to members and the paddling community.
This plan demonstrates our commitment to developing a strong performance culture and ensuring we have
measurable outcomes and achievements. Staff will provide appropriate data to enable the plan to be monitored by
the Board of Queensland Canoeing and its Technical Committees. An annual review will be conducted in July of
each year to review, evaluate and develop the forward year, making the plan a living document.
INPUT AND DIRECTION
QC AFFILIATED
QC BOARD & CLUBS
TECHNICAL QC
COMMITTEES MEMBERS
AUSTRALIAN 2008 – 2010 GOVERNMENT
CANOEING
STRATEGIC PLAN AGENCIES &
& INDUSTRY BODIES
2008
OPERATIONAL PLAN
BACKGROUND
Queensland Canoeing Incorporated formally began in the 1960’s as a result of many paddlers wishing to represent
their state in competitions. It grew from an active, largely recreational base and the ‘Queensland Canoe Club’ that
existed in the 1930’s, 40’s and 50’s, receiving incorporation in 1964.
1993 – 1996 Queensland Canoeing underwent considerable growth in the organisation.
1997 – 1999 Stabilising years for the organisation where the sport reflected on the past and began planning for
the future. Over 1179 canoeists were members of the 30 affiliated clubs.
2001 – 2003 Queensland Canoeing underwent a period of major change in its operating environment with the
appointment of a new Executive Officer in December 01
2004 – 2007 Queensland Canoeing underwent further structural change, much of which flowed on from
adoption of a new constitution by the national body, Australian Canoeing Inc. In recent times
emphasis has been on the development of good governance, business practices, member and club
growth, links with industry and the community, club and member benefits packages and increased
exposure and profile. In 2006 there were 29 affiliated clubs representing 1167 members. A new
Executive Officer was appointed in May 2006.
VISION
Queensland Canoeing represents all levels of the canoeing and kayaking industry inclusive of members, clubs,
industry, government and the general paddling community, ensuring canoeing and kayaking are recognised by the
wider community as a competitive and recreational activity.
MISSION
Queensland Canoeing is the state body responsible for the management, coordination, development and promotion
of canoe and kayak clubs and the Canoe Education registered Instructors.
OBJECTS OF TH E ASSOCIATION
The objects of Queensland Canoeing Incorporated as stated in the constitution adopted in 2004 are:
Promote and develop competitive and recreational canoeing;
Unite the recognised canoe organisations of Queensland by encouraging them to become members of the
Association;
Issue rules, policies, bylaws and regulations to be followed in governance and competitions;
Arrange for state championships and the selection of state teams and training squads;
Recognise Canoeing values and the implications on Canoeing in recreational and natural resource planning
and management;
Be a means of liaison between Affiliated Clubs and/or other external organisations;
Represent and promote the interest of Members to Australian Canoeing and/or other external organisations;
Pursue high standards of safety, education and training in all aspects of Canoeing.
To achieve these objects Queensland Canoeing has been in active in
Providing opportunities for participation at all levels and in all facets of recreational and competitive
canoeing and canoe education;
Seeking financial and other assistance from federal, state and local governments, other authorities and
commercial enterprises;
Preserving, controlling, enhancing, improving, consulting and developing waters for canoeing and the
means of access and land adjacent thereto;
Affiliating or forming relationships with other associations and organisations consistent with the purposes
of the Association.
2006-7 HIGHLIGHTS
The many achievements of the organisation on behalf of its members and the wider community included:
Increased access to Active Community Participation Programs for the general community
Formalised and increased Member Benefits package
Developed and maintained strong links with State & Local Government.
Increased links with industry and the corporate sector
Increased sponsorship and support for the organisation and events
Revision of Australian Canoeing Award Scheme in partnership with Australian Canoeing.
CANOEING PROFILE
‘Canoeing’ is a generic term used to encompass a broad range of paddle sports. The disciplines offered by the sport
of canoeing offer participants the opportunity to choose from a variety of paddling types and venues. The
Technical Committees of the Association are responsible for administering the following disciplines:
Sprint and Marathon Racing Technical Committee, for Sprint (sprint) and marathon racing;
Slalom and Wildwater Technical Committee, for white water slalom and racing;
Canoe Polo Technical Committee, for canoe polo;
Recreation Technical Committee for recreational canoeing, including touring, sea kayaking, expeditions, and
canoe sailing.
Canoe Education represented on the Australian Canoeing Award Scheme standing committee
Reflective of the growing diversity of paddle sports, Queensland Canoeing plans to establish Technical
Committees for ocean racing and surf paddling disciplines.
Canoe Education is responsible for:
Administering Australian Canoeing Award Scheme under the auspices of the Australian Canoeing
Education standing committee;
Conducting courses of instruction or ensuring that persons qualified to do so conduct such courses;
Appointing instructors and assessors;
Advising on matters of canoe education;
Advising on safety and equipment in canoeing.
The Australian Canoeing Award Scheme began in the mid 1970s based on a British Canoe Union model. A revised
Scheme was released in January 2002, based on the Outdoor Recreation Council of Australia competencies
including guiding awards for the tourism industry.
The changes to the Scheme have provided Queensland Canoe Education with a strong hand in the direction and
development focus of the package. The opportunities to upgrade existing Instructors and maintain a standard of
delivery by external providers continues as the focus of the Queensland Canoeing Education in addition to
increasing the number of qualified Instructors, Guides and Leaders for canoeing and kayaking.
CURRENT ORGANISATIONAL STRUCTURE
QC AFFILIATED CLUBS
Slalom, Wildwater and
Surf
Racing Committee
(sprint & marathon)
Canoe Polo Committee
Queensland Academy Queensland Canoeing Board
of Sport & NTID President (Jerry Dunn)
Treasurer (Rowan Wallace) Recreation Technical
Secretary (Rowena Coghill) Committee
Director (Geoff Dews)
Director (Chanel Beaver)
Ocean Racing Technical
Committee
Executive Officer Education Technical
(Full Time) Committee
Mark Priestley
Education Administration &
Officer Marketing Officer
(Full Time) (Full Time)
Mark Thurgood Rachel Wilks
Instructors
(Casual)
17
Community
Programs & Events
Coordinator
(Job Share)
Kristen Buckby,
Danielle Wallace
SITUATION ANAL YSIS
o Risk Management
Queensland Canoeing has implemented strong Risk Assessment and Risk Management programs for all events and
programs. Clubs must adhere to Risk Management and Safety Guidelines for the sanctioning of an event,
particular to the waterways they conduct activities upon.
o External / Internal Relationships
The state body of Queensland Canoeing has developed a high credibility with external clients, Government and
private industry sector. These bodies refer to the state body for direction on key environmental issues, pontoon
development and programs. These partnerships established with key agencies have provided a positive exposure
and source of revenue. Internally the relationship with the national body, Australian Canoeing, the affiliated clubs
and members has never functioned more effectively. Australian Canoeing is continuing its strategic review to meet
the changing environment and provide strong governance to canoeing in Australia. Queensland Canoeing
continues to offer leadership and good business practice to the national body for the benefit of canoeing and
kayaking.
o Club Development
Communication has increased between the clubs, members and industry bodies. Strategies are in place to
strengthen the two-way communication including the use of electronic communication and access to the web. To
remain effective continual distribution of information and new ideas is required.
o Volunteers and Paid Staff
Queensland Canoeing has always had a diverse range of skills and expertise in its staff, club members and
volunteers. These personnel need to be identified; ongoing training provided for further development and
recognition programs put in place to maintain their assistance.
o Education
The continual review of the National Training Package has changed the delivery of training to Instructors
throughout Australia. As a National Training Provider, Queensland Canoe Education operates as a proactive
industry partner assisting all facets of the outdoor recreation industry. The package provides Instructors a training
pathway to accreditation and possible paid employment. Queensland Canoeing Education has assisted in
developing new industry standards, curriculum and markets to support the growth of this sector.
To assist members, officials and coaches, funding and sponsorship need to be sourced to reduce the financial
burden on members seeking formal qualification and reward Instructors, officials and coaches.
o Promotion
Canoeing is an activity that can be classed as a life skill. The diversity of canoeing disciplines caters for a wide
scope of people’s needs including adventure activities to meet the increased demand for extreme and fitness
activities. Canoeing provides paddlers with the ability to paddle whatever time of day suits and to travel to places
inaccessible by other means. By working with allied sports such as adventure racing, surf clubs, outriggers,
triathlons, cycling, and athletics, canoeing can provide varied and innovative services to members and the
community. These opportunities and benefits need marketing to the wider community.
The organisation will continue to seek partnership opportunities with industry, utilising these networks to broaden
the profile and exposure, of each partnership to provide a win-win benefit to members, the organisation and
partners.
o Event Management
Events conducted by Queensland Canoeing and clubs require continued improvements or developed policies and
procedures to enhance the standard of delivery. The events conducted must retain a large focus on the
attractiveness to the members and general public. The scarcity of suitable venues for Sprint or slalom is restrictive
to the growth of these disciplines in Queensland.
The vast numbers of recreational paddlers need also to be catered for by way of non competitive events involving
members, clubs and the industry.
OUTCOMES, INDICATORS AND STRATEGIES
KRA 1. COMMUNICATION
OUTCOME 1.1 Improved communications and working relationship with canoeing organisations and
members.
KPI Information to be disseminated to organisations on a minimum of one contact per month.
Strategies Establish and maintain communication strategies with Australian Canoeing, industry bodies,
affiliated clubs and members to improve flow of shared resources and information.
OUTCOME 1.2 An established and well maintained exchange of information with key external organisations.
KPI Database of all key contacts and meetings established and maintained.
Strategies Represent canoeing through regular communications with relevant industry bodies and other
supporting organisations. Expansion of the key network of related industry organisations relevant to
members.
OUTCOME 1.3 Communication channels established and maintained within the Regional Coaches Network.
KPI Instructors and Coaches receiving contact on a minimum of every month.
Strategies Establish communication strategies between and with Queensland Canoeing based Accredited
Instructors, Affiliated Club Coaches, Queensland. Academy of Sport. Talent Identification and
Development and National Training Squad initiatives.
OUTCOME 1.4 Increase communication access to Queensland Canoeing via a 1300 Free Call Service
KPI Establish a Free Call 1300 service for regional and interstate members and to support regional
community program enquiries
Strategies Addition of 2 incoming and outgoing lines with a dedicated 1300 Free Call service to assist the
access the community have to Queensland Canoeing, Provided to support the Regional Community
Participation initiative and other state and national community and education initiatives
KRA 2. CLUB DEVELOPMENT
OUTCOME 2.1. Efficient and effective management practices of affiliated clubs.
KPI An increase of affiliated clubs trained in database management, by-laws and policies, procedures,
True Sport Lives Here, accounting practices, events and sponsorship management.
Strategies Provide professional development opportunities, resources and assistance to affiliated clubs.
OUTCOME 2.2. Established local support networks for affiliated clubs.
KPI Distribution of information on School – Community – Club linkages.
Strategies Encourage and facilitate interaction and linkages between affiliated clubs and local education
institutes, community programs, retail organisations, local councils and other relevant agencies.
OUTCOME 2.3. Affiliated clubs providing a safe environment for members and the general public.
KPI On-site education delivered to 6 Clubs per year on safety and risk management requirements,
strategies and techniques.
Strategies Provide ongoing strategies to address risk management and policy compliance within clubs.
OUTCOME 2.4. Maintain and, where required, increase the number of volunteers within clubs.
KPI Strategies to increase the worth of volunteers including rewards and acknowledgments where
practical.
Strategies Implement and promote programs and ideas for the ongoing recognition and development of
volunteers. Review positions required for pre, during and post events in 2008
OUTCOME 2.5. Paddlers provided with opportunities for improved access to waterways and facilities.
KPI Release and distribution of Paddling Trips Booklet to club members and recreational paddlers.
Strategies Evaluate the resource at hand and assemble additional information for update and release to members
and general public.
KRA 3. EDUCATION AND TRAINING (AC AWARD, COACHING, OFFICIALS)
OUTCOME 3.1. An increased number of qualified lifeguards, instructors, guides and leaders.
KPI Increase the number of accredited lifeguards, instructors, guides and leaders from 627 to 807 by
facilitating access by members to accredited training at a reasonable or subsidised cost.
Strategies Develop and conduct a calendar of innovative training programs and courses to meet the identified
demands.
OUTCOME 3.2. An increased number of qualified Sea Kayak Guides for the Tourism and Outdoor Recreation
Industry.
KPI Increase to 16, Sea Kayak Basic Skills, Sea Leader and Sea Guide Qualification courses.
Qualify 90 persons in each of the years, 2008,2009,2010
Strategies Increased qualified persons suited to operate as sea kayak guides, and Level 2 Sea Leaders for the
outdoor recreation and tourism industry to increase safe industry practices.
OUTCOME 3.3. Increased number of qualified coaches delivering quality training to athletes through
Queensland.
KPI Increase the number of current active accredited coaches from 37 to 80in 2010
Strategies Establish and conduct a calendar of innovative coaching programs and courses targeting regional and
south-east Queensland clubs.
OUTCOME 3.4. An increased number of qualified and Proficient officials.
KPI Increased number of accredited officials by 5% from 130 to 160
Strategies Establish and conduct a calendar of up to date officiating programs and courses for all disciplines
including Ocean and Surf.
OUTCOME 3.5. A professional standard of delivery by Coaches and Officials.
KPI Codes of Conduct promoted and related to the True Sport Lives Here branding.
Strategies Queensland Canoeing to publicise the organisation as a True Sport Leader and promote courses to
clubs and members. True Sport Lives Here POS material at all events.
Strong and constant promotion of Code of Conduct for Instructors, Coaches, Paddlers, spectators and
Officials. .
OUTCOME 3.6. Professional development opportunities for the Instructors, Coaches and Officials.
KPI A minimum of 2 updating courses conducted for Instructors, Coaches and Officials in 2008 and
2009.
Strategies Establish and conduct up-skilling courses and workshops for continued professional development
and the effective transitions to the National Training Package.
OUTCOME 3.7. First Aid courses provided to Coaches and Instructors.
KPI Relationships formed with Surf Life Saving Clubs in key districts to become an external provider of
approved First Aid courses for coach and instructor qualification requirements.
Strategies Commence meetings and form links in 2008 – 2009.
KRA 4. PARTICIPATION AND ATHLETE DEVELOPMENT
OUTCOME 4.1. Increased opportunities for all levels of participation in canoeing activities.
KPI Increase the number of members by 10% from 1125 in 2006 to 1237in 2008 in the given membership
years (July 1 to June 30)
Strategies Encourage and assist the provision of community programs introducing canoeing via and with
affiliated clubs to meet increased active and healthy living needs of the community.
Encourage and promote across-clubs participation in events and activities.
OUTCOME 4.2. Increased involvement by Junior participants.
KPI Membership increased by 5% Junior members in 2008 and subsequently in 2009 and 2010 in the
given membership years (July 1 to June 30).
Strategies Encourage and assist affiliated clubs to identify membership shortfalls and conduct training programs
and events to target school and community groups.
OUTCOME 4.3. Increased opportunities for recreational participation in canoeing activities.
KPI 600 new recreational participants attracted to the sport through community programs involvement.
At least one recreational event or activity per year designed to attract multi-club participation.
Strategies Provide and enhance recreational programs and events in regional cities, South-East Queensland,
corporate and government sectors to introduce the community to the sport of canoeing and kayaking
through expanded programs.
OUTCOME 4.4. Increased participation in canoe polo competition.
KPI Two new canoe polo teams formed in each of 2008, 2009, 2010
Strategies Enable the Canoe Polo Technical Committee to visit schools and other potential sources for canoe
polo teams and to develop promotional material.
OUTCOME 4.5. Increased number of athletes involved in the Underpinning Program.
KPI Talent Identification and National Training Squad programs conducted in three regions.
Strategies Support innovative training and development programs for athletes and competition to achieve their
full potential and ability.
OUTCOME 4.6. Provision of high standard competitions and events to members and community.
KPI Increase the number of entries at Queensland Canoeing governed events by 10% each year from 464
in 2006 to 720 in 2010. Provide a calendar of innovative and broad events catering to competitive
and recreational canoeing and kayaking
Strategies Provide regional, state and national competitions of a high standard that are financially viable and
provide positive outcomes for paddlers, spectators, media and sponsors. Provide mass participation
recreational events in partnership with the club network
OUTCOME 4.7. Affiliated clubs conducting high standard competitions and events to encourage participation.
KPI Increase the number of entries at Queensland Canoeing sanctioned events by 10% from 1137 in 2006
to 1515 in 2010
Strategies Assist clubs in the conduct and delivery of a diverse range of events to encourage participation,
community involvement, sponsorship attraction and attainment plus media exposure.
OUTCOME 4.8. A Drug Free Sport.
KPI Introduce mandatory Drug seminars for each person selected to compete in state teams commencing
February 2008
Strategies Actively and publicly discourage the use of banned, illicit or performance-enhancing substances by
athletes, coaches and volunteers. Re-publish anti doping bylaws each 6 months directly to coaches,
and competitors. Provide socially responsible policies on illicit drug use and assist effected members
to seek confidential counselling services.
OUTCOME 4.9. National level competition venues.
KPI National standard multi – discipline venue identified.
Strategies Identify and support possible facilities or locations for the provision of national standard
competitions in Canoe Polo, Slalom and White Water, Marathon, Sprint, Ocean and Surf.
KRA 5. MEMBERSHIP SERVICES
OUTCOME 5.1. Efficient management of Membership details.
KPI Increase clubs with website database entry link from 15 to 20 in 2008/9.
Strategies Implement further training and on-line access to the national IMIS membership database and free
web hosting services.
OUTCOME 5.2. Increased membership benefits.
KPI Increase the quality and quantity of relevant member benefits.
Strategies Enhance and source benefits from aligned and non aligned industry to improve the Queensland
Membership Benefits Program.
OUTCOME 5.3. Recognition of outstanding achievements and contributions by Queensland Canoeing members.
KPI Increase the nominations for Annual Awards conducted to recognise achievements of Queensland
Canoeing members and volunteers.
Strategies Conduct Annual Queensland Canoeing Awards to recognise the outstanding contributions of
affiliated clubs, paddlers, members, volunteers, coaches, officials and committee members.
Encourage nominations for Sports Federation, Young Achiever and Outdoor Recreation awards.
KRA 6. MARKETING AND PROMOTION
OUTCOME 6.1. Increased profile of canoeing.
KPI Increase website hits a further 10% to exceed 50,000 by the end of 2008, 55000 by the end of 2009
and 60,000 by the end of 2010,
Strategies Continuation and development of strategies to inform the public about the scope and purpose of
canoeing via the Queensland Canoeing website.
OUTCOME 6.2. Increase and maintain sponsorship contributions.
KPI Increase sponsorship levels by 5% over 2006 levels from $11,500 to $25,000.
Strategies Identify and develop future sponsors and other funding agencies while ensuring results for their
contributions.
OUTCOME 6.3. Improved branding and recognition of Queensland Canoeing.
KPI Branding and identification review undertaken.
Strategies Conduct a review and analysis of the Queensland Canoeing brand, trends, choices and patterns to
assist in planning and profile of Queensland Canoeing.
KRA 7. GOVERNANCE AND OPERATIONS
OUTCOME 7.1. Effective and efficient governance practices.
KPI Strong governance practices in line with the Associations Incorporations Act and the constitutions of
Australian Canoeing and Queensland Canoeing.
Strategies Evaluate, implement and maintain effective governance structure. Constant best practice operations
and board supervision
OUTCOME 7.2. Effective management, administration and operations of Queensland Canoeing.
KPI Policy and Procedures maintained and updated.
Strategies Implement and refine operational activities and procedures.
OUTCOME 7.3. Financially stable and viable organisation.
KPI Increase net profit over 2006 figure from ($14682) deficit to $22,000 surplus in 2008, $34,000
surplus in 2009 and exceeding $40,000 surplus in 2010
Strategies Strengthen financial practices and viability of Queensland Canoeing to ensure appropriate sustainable
services can be delivered. Ongoing consultation with Honorary Accountant and Auditor to ensure
best practice and procedures are followed.
OUTCOME 7.4. Efficient Human Resources Management and Succession Planning
KPI Annual staff performance reviews conducted.
Identification and training of future Board and Committee members and appointees.
Strategies Maintain and develop a highly skilled and motivated, paid and volunteer workforce through the
identification of requirements, provision of ongoing professional development and succession
planning. Revise and provide practical handbooks and procedures manuals with best practice
responsibilities of board members and staff.
OUTCOME 7.5. Efficient asset management related to financial sustainability.
KPI Increased asset base.
Strategies Provide ongoing management and maintenance of assets & resources.
OUTCOME 7.6 Improve the work environment for employees and the image of Queensland Canoeing by
upgrading the current office or moving to new premises.
KPI Improved working environment for Queensland Canoeing employees.
Strategies Seek alternative accommodation and, if unavailable or financially impractical, develop and
implement recommendations for improvements to the current office environment.
