VISION STATEMENT The vision statement reflects the preferred future for Gymnastics Saskatchewan. Gymnastics Saskatchewan is a dynamic organization which invests in the development of our athletes, coaches, officials and clubs by promoting excellence, education, teamwork and lifelong participation. Gymnastics Saskatchewan strives for technical, organizational and leadership excellence through an athlete centered model. We strive to be pro-active, professional, accessible and community-minded in all endeavors. VALUES Gymnastics Saskatchewan values the following fundamental principles and beliefs. These principles and beliefs guide our organization's behavior, actions, programs and services:
♦ Respect o We respect each other as individuals, our organization and its properties. ♦ Quality o We strive to achieve personal bests in everything that we do. ♦ Discipline/Ethical o We behave according to high moral standards in accordance with the organization's rules of conduct and ethics. ♦ Commitment o We are committed to the goals of the organization. ♦ Teamwork o We work together to achieve the goals of the organization. ♦ Honesty o We are truthful with ourselves and others in everything we do. ♦ Fairness/Impartial o We do not show favor in making judgments and we put all individuals on an equal footing. MISSION STATEMENT Gymnastics Saskatchewan is an association of clubs and affiliate members which has as its mission - To promote and guide positive lifelong gymnastics experiences by: - Directing the development and delivery of quality provincial programs;
- Promoting gymnastics as a foundation for human movement, sport, health, wellness and enjoyment;
- Coordinating and supporting programs in the pursuit of national and international excellence, in consultation with Gymnastics Canada Gymnastique.
MARKET SECTORS - Customers are those individuals or groups of indivduals to whom we provide and/or those who may access or purchase our services.
- The primary customers of Gymnastics Saskatchewan are the clubs and their members, gymnasts, volunteers, coaches and officials.
- Other customers include parents, the general public, schools, outside user groups, other sports, sponsors, the community and alumni and the media.
| STRATEGIC GOAL #1:To develop and promote high quality gymnastics programs throughout Saskatchewan from recreational/performance to pre-competitive levels. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a.To retain a membership base in all levels of participation. | Circulate and promote membership and registration information to current and potential members. | 73 clubs8,900 members+ 10% |
| | b. To develop and provide programs to ensure that all athletes will have a place to participate and gain personal success. | Review and revise recreation, performance and pre-competitive athlete programs. | Program documents updated, circulated and available online. |
| | c. To provide opportunities for clubs and members to access participation and development programs. | Provide resources and technical support to selected events that promote participation and pre-competitive athlete development. | Professional staff in place with a mandate of participation and pre-competitive program development. |
| | STRATEGIC GOAL #2:To provide competitive development opportunities for athlete excellence at all levels with support to develop world class athletes from Saskatchewan. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a. To select the best possible Saskatchewan team representatives for regional, national and international events and provide preparation support for optimal performance. | Develop selection policies and performance criteria for all Team Sask qualification events. | Program documents updated, circulated, applied and available online. |
| | Provide resources and technical support for all high performance Team Sask preparation events. | Professional staff in place with a mandate of-competitive program development. One preparation camp/event/activity held prior to each Team Sask competition. | | b. To provide opportunities for elite athletes to develop to their fullest potential. | Identity and provide funding and resources to the top ranked athletes. | Funding for athletes for 12 Team Sask competitions. AAP funding available for top 15 (minimum) athletes. |
| | c. To provide opportunities for members to access technically sound and progressive developmental and provincial level competitive programs. | Review and revise provincial competition structure to align with national structure. | Program documents updated, circulated, applied and available online. |
| | Provide resources to sustain provincial competition programs. | Professional staff in place with a mandate of provincial competitive program development. Successful Provincial Championships held for each discipline. | | STRATEGIC GOAL #3:To build a cohesive network of strong, viable and sustainable gymnastics clubs in communities of all sizes in the province. To foster a culture of cooperation and mutual support amongst and between clubs. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a. To establish and enforce quality control policies and procedures for clubs. | Review and revise Policy Manual, Risk Management Handbook and Bylaws. | Program documents updated, circulated, applied and available online. |
| | b. To provide professional assistance, resources and education for efficient and viable club operations. | Hold Business of Gymnastics certification courses for club members. | 1 course annually. |
| | Open communication with clubs and members. | Professional staff in place with a mandate of club development and communication. Successful communication tools and processes in place (website, e-news, email, meetings, etc). | | c. To provide opportunities for clubs and their members to network via technical and non-technical events. | Organize Gym Sask social events where club representatives can interact. | Awards DinnerSocial at ProvincialsClub technical forum and/or assembly.AGM |
| | STRATEGIC GOAL #4:Excellence in coaching with high quality certified coaches working with all athletes. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a. To provide programs to certify, train and educate coaches at all levels to increase their technical knowledge and expertise. | Hold NCCP courses to certify coaches. | Offer 8 NCCP clinics annually. Provide funding to selected coaches to attend Level 3 and 4 NCCP certification clinics. |
| | Hold coaching workshops/clinics for education and training. | Hold 1 coaching workshop or clinic per discipline (non-NCCP). | | Implement the Respect in Sport on-line risk management training program. | Have 90% of member coaches complete the online course. | | b. Develop and maintain programs and policies that will ensure appropriate certification levels of coaches for the delivery of safe and progressive athlete programs at all levels. | Review and revise Technical Regulations andPolicy Manual Membership and Coaching policies. | Program documents updated, circulated, applied and available online. |
| | Develop and maintain a database of coaches. | Database updated annually. Stats on affiliation and certification levels readily available. | | c. To provide professional development opportunities for provincial team competitive and high performance coaches. | Provide funding for coaches to attend selected provincial, inter provincial, national and international competitions. | 12 funded competitions annually. |
| | STRATEGIC GOAL #5:Excellence in officiating at all levels with Saskatchewan officials respected nationally and internationally. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a. To provide programs to certify, train and educate officials at all levels to increase their technical knowledge and expertise. | Hold officials certification course to train, educate and certify judges. | Hold 6 clinics annually. Provide funding to selected officials to attend national and international certification courses. |
| | Review, revise provincial judging materials and programs. | Program documents updated, circulated, applied and available online. | | b. To ensure that the number of officials is adequate to meet the needs of the competitive athlete programs. | Establish, review, revise policies for judging recruitment and funding by clubs. | Program documents updated, circulated, applied and available online. |
| | Review and approve all judging panels for invitational and provincial competitions. | Judging panels for all competitions approved by the Judging Chairs. | | Develop and maintain a database of officials. | Database updated annually. Stats on affiliation and certification levels readily available. | | c. To provide professional development opportunities for aspiring and national level officials. | Provide funding for officials to attend selected provincial, inter provincial, national and international competitions. | 15 funded competitions annually. |
| | STRATEGIC GOAL #6:To provide excellence in governance and leadership to/in the gymnastics community across Canada and within the sport community in Saskatchewan. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a. To be fiscally responsible and accountable. | Prepare budget and sport profile grant applications and follow-ups. | Budget prepared by May 1Sport Profile application prepared and submitted May 15. Follow-up report submitted by Dec 15. |
| | Prepare accurate and timely financial statements. | Quarterly financial statements with forecast prepared and circulated to board. | | To have ample reserve funding invested for future needs. | $100,000.00+ in reserve funding invested. | | b. To maintain and further develop planning and evaluation processes to ensure the organization’s continued and ongoing success. | Board, staff and selected members hold planning and evaluation workshops. | Annual planning workshop held. Each board meeting agenda includes planning review items. Strategic plans are reviewed and evaluated annually. Business and operational plans are reviewed and revised annually. |
| | Research processes which will indicate/assess Gym Sask’s organizational health. | Develop monitoring tools which will assist the organization in measuring it’s success. | | c. To model our vision, mission and values to clubs, members and the public. | Board and staff members attend club and provincial events and activities. | 5 events annually with board representatives in attendance. |
| | Offer merchandising line of clothing and products to members and the public. Communicate and promote vision, mission and values to members and the public. | On-line store available. Include strategic planning information on vision, mission and values in annual reports and printed/online documents. | | d. To maintain an effective and efficient governance and management model and provide strong leadership to clubs and members in these areas. | Review and revise bylaws and governance policies. | Documents updated, circulated, applied and available online. |
| | Professional CEO to provide leadership for the organization. | CEO retained, evaluated and compensated accordingly. | | Communicate and promote governance information, management model and strategic and operational plans to members. | Include information in annual reports and printed/online documents.Prepare strategic plan summary document and distribute to clubs and members. | | STRATEGIC GOAL #7:To have gymnastics in Saskatchewan recognized as a foundation sport , valued for its contribution towards the development of lifetime fitness and personal health and well being. | | STRATEGIC SUB-GOALS | ACTIVITY | OUTCOME | ASSESSMENT | | a. To increase public awareness of gymnastics. | Research hosting strategies and opportunities. | Develop a long term hosting plan. |
| | Research and develop promotional strategies that reinforce foundations. | Develop a marketing plan. |
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