Alberta Equestrian Federation - 2012- 2018 Strategic Plan - Approved by the AEF Board September 29, 2012
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Alberta
Equestrian
Federation
2012- 2018 Strategic Plan
Approved by the AEF Board September 29, 2012
Alberta Equestrian Federation Strategic Plan
Page 1
2012 - 2018Contents
Revision History ...................................................................................... Error! Bookmark not defined.
Introductory Statement ........................................................................................................................ 3
Background History ............................................................................................................................... 3
Management Board and Staff ............................................................................................................... 4
Vision ..................................................................................................................................................... 5
Mission .................................................................................................................................................. 5
Values .................................................................................................................................................... 5
Our Organization’s Context ................................................................................................................... 6
Goals and Strategies .............................................................................................................................. 7
Action Plan .......................................................................................................................................... 14
Conclusion ........................................................................................................................................... 20
Appendix: SWOT Analysis.................................................................................................................... 21
Glossary of Acronyms and Terms ........................................................................................................ 27
Alberta Equestrian Federation Strategic Plan
Page 2
2012 - 2018Introductory Statement
This strategic plan has been developed by the Alberta Equestrian Federation (AEF) Board of
Directors in order to provide a disciplined approach with objectives for orderly management of the
AEF for the next five years or until the plan is redirected by the AEF Board of Directors.
It presents the AEF's vision, mission, values and objectives; reviews its strengths, weaknesses,
problems, and opportunities; and outlines the goals and action strategies to support each objective.
Background History
Equines and equine enthusiasts are an integral part of Alberta.
The history of the province is one of horses, donkeys and mules, and their breeders, riders and
drivers. The First Nations, the European explorers, the pioneers and the mounted police relied on
equines to survive and to thrive. Together, the people and their equine assistants established the
heart of the province. From these equine roots, Alberta has gained an international reputation for
excellence in equestrianism, as exemplified by Spruce Meadows, the Calgary Stampede and the
many persons and equines that have attained national and international acclaim for industry
leadership from science to performance.
It is said that Alberta has more equines per capita than any other jurisdiction in Canada. It is clear
to those who know horses, donkeys and mules that equines continue to be an important part of the
culture and industry of Alberta. Even if not directly connected to equines, Albertans value them and
their riders and drivers. A Sunday drive in the Alberta countryside is complete when grazing
equines dot the fields or riders are spotted on the hillsides. A summer parade in Alberta is
complete when horses, donkeys or mules walk by.
The AEF was established in 1978 as a non-profit organization to promote and support equestrian
sport, recreational activities, and the equine industry within the province of Alberta. Throughout
the ensuing decades the federation has developed from a small organization to a medium-sized
non-profit with a budget approaching a million dollars per annum. The federation is striving to
position itself to become an even greater support for the equine industry and activities in Alberta. .
Equestrian and equine owner support and requests are growing for AEF programs and services.
There are opportunities to create programs in emerging areas of new interests for equine
enthusiasts.
Alberta Equestrian Federation Strategic Plan
Page 3
2012 - 2018Management Board and Staff
Board of Directors
The Board of Directors is comprised of individual elected members, the President, Past President,
Vice President, Secretary, Treasurer and standing committee chairpersons for Sport, Recreation,
Breeds & Industry, Education and Public Relations. Other committees include, but are not limited
to; Finance, Scholarship, Bylaws, Equine Assisted Learning, Nominations and Executive. Other ad
hoc committees may be formed for specific needs; for example, 2012 Trail Ride.
Executive Director
The Executive Director manages the day-to-day business of the federation according to the
direction as established by the Board of Directors, including management of all staff.
Employees
At the time of this writing there are 6 full-time AEF employees. Positions are as follows: Executive
Director, Coaching Administrator, Competitions Coordinator, Membership Coordinator, Marketing
& Program Support and Finance/Support.
AEF Members
Education
Committee
AEF Board of
President Directors Breeds &
Industry
Committee
Executive Recreation
Director Coaching Committee
Administrator
Sport Committee
Competitions
Coordinator
Promotions &
Publicity
Membership Committee
Coordinator
Finance
Committee
Marketing &
Program Support
Scholarship
Committee
Finance/Support
Nominations
Committee
Alberta Equestrian Federation Strategic Plan
Page 4
2012 - 2018Vision
The Voice of Equine Alberta. The premier source for education, information and support for
Alberta's entire equine community. Through our programs and services, we build an equine
community that respects each individual and demonstrates an inclusive environment that
celebrates our work together for a better tomorrow.
Mission
The central purpose of the AEF is to assist in creating a positive environment for the enjoyment of
equines. Through leadership and a proactive approach we promote, facilitate, and coordinate
equestrian related activities in Alberta.
Values
The AEF values underline how the federation will fulfill its mission as it works toward its vision. The
following values influence the decisions the AEF makes and the actions it takes:
We will take a leadership role in the areas of Equine Sport, Recreation, Breeds & Industry,
Health & Welfare, Education, Promotion & Publicity
We will be a voice for all equines in the province
All undertakings will be done through partnerships, cooperation, and collaboration
The programs and services we provide will demonstrate excellence in continued education,
impartial sport, recreation, active living and advocacy
This will be accomplished by setting measurable, achievable goals and monitoring
effectiveness in all programs and services
To ensure efficient and effective use of all resources, we will assume accountability and
fiscal responsibility
We will be innovative, creative and flexible in our approaches to work and partnerships
We will maintain a strong viable organization
Alberta Equestrian Federation Strategic Plan
Page 5
2012 - 2018Our Organization’s Context
AEF programs and services cover a wide range of equestrian activities for beginners to experts in
a multitude of disciplines. Services range from the provision of reasonable cost insurance for all
members to services and programs in the areas of recreation, sport, education, breeds and
industry.
The federation provides provincial support and administration for the Equine Canada (EC)
National English, Western, and Driving Coach Certification Programs and the English and
Western Rider Development programs. The AEF established and supports the Wild Rose
competitions provincial program (aligned with the Long Term Athlete Development (LTAD))
across the province of Alberta. The AEF is dedicated to the health, welfare and general well-
being of equines, the safety of custodians and handlers and their success.
The AEF works for the equine and equestrian community in the province. The Board of
Directors, elected from the membership, enables the federation to serve its members with a
contemporary and dynamic approach. The AEF is poised for growth in membership and
increased equestrian participation at all levels and in all areas of equine interests.
The AEF is the only equestrian body recognized by Alberta, Sport, Recreation, Parks and Wildlife
Foundation (ASRPWF), thereby having a voice within the Alberta Government.
As it is with any non-profit organizations, the AEF is presented with a number of challenges that
shift as the economy, the industry and equestrian interests change. The AEF will continue to
address challenges as they arise by reacting appropriately, planning strategically and acting
proactively.
To address current challenges the AEF will:
1. Determine the needs of the AEF membership and develop programs and services to meet
those needs.
2. Develop, implement and procure new recreational and sport opportunities for Alberta
riders and equines.
3. Gather current information related to equine health, welfare and safety, and circulate to
Alberta equine owners and handlers.
4. Have an effective means of reaching non-members and horse owners in the province to
encourage membership in the AEF, and support for the Alberta equine industry.
5. Expand the AEF revenue base to continue meeting the growing demands for current
programs and services, and to meet requests for new programs for an even broader base
of Albertans.
6. Meet the regulations of the new Not for Profit Act FPA (NFPA) and criteria for funding
from ASRPWF.
Alberta Equestrian Federation Strategic Plan
Page 6
2012 - 2018Goals and Strategies
Goal #1 – Increase AEF Membership
To increase membership to 20,000 by December 2013. The AEF membership has been
somewhat immobile for the last few years with minor increases in overall membership and
some decrease in a few program areas. With the number of horse owners and riders in the
province of Alberta, there is an opportunity to reach out to these non-members and provide
value to them to encourage membership. This will be done by offering more benefits,
educational initiatives and to provide a low cost incentive for participation in the sport sector.
Success Indicator: Objective criteria
Strategies
Strategy #1: Develop the rationale of why it is beneficial to be an AEF member
Survey members to determine what is needed and what is missing
Review member benefits and add other benefits that are missing
Work toward providing those services and benefits
Involve the staff, board members, members and non-members
Communicate results through social media, media, publications and educational outlets
Pursue and recruit other clubs, disciplines and organizations into the AEF family and
move forward for the benefit of the entire equine community.
Strategy #2: Update the website and membership materials; share the benefits widely in
AEF Electronic News (E-news) and Alberta Bits (AEF member magazine)
Budgeting to change/update programs/benefits
Ensure website, media and other forms of promotional materials are continually
promoting benefits and programs
Funding strategy to support the goal
Operations strategy – what tools, equipment, programs, methods, people are required?
Will we have to learn new things, buy things, and change things?
People strategy – who will be involved and how does it relate to their interests
Communication strategy – who will we communicate with, what and when
Alberta Equestrian Federation Strategic Plan
Page 7
2012 - 2018Goal #2 – Establish a Fund Development Staff Position and Guiding
Volunteer Committee
Establish a fund development staff position and guiding volunteer committee to raise $100,000
for new initiatives by December 2013.
Success Indicator: Objective criteria
Strategies
Strategy #1: The AEF has added a marketing staff position to develop marketing and
fundraising activities for 2012 and onward.
Strategy #2: Develop and implement a fund development strategy
Strategy #3: Set expectations for board member involvement in fund development including
fundraising
Alberta Equestrian Federation Strategic Plan
Page 8
2012 - 2018Goal #3 – Conduct and Analyze a Needs Assessment Survey of
Members
Conduct and analyze a Needs Assessment Survey of members to determine if there are unmet
needs and to prioritize development of new initiatives.
Success Indicator: Objective criteria
Strategies
Strategy #1: Develop targeted questionnaire
Provide a cohesive representation of the equine industry with membership to 15% of
the horse population
Strategy #2: Test questionnaire with focus group (committee) selected from target groups
Provide better and more communication between people and organization
Obtain a clear vision of AEF and its visibility within the equestrian community
Become involved in the horse industry to a larger degree
Strategy #3: Conduct survey and compile results
Obtain memberships from diverse organizations establishing AEF as a common place for
all organizations/disciplines to discuss and problem solve for the betterment of the
equine industry in Alberta
Strategy #4: Inform community in AEF e-news and Alberta Bits about possible new initiatives
(see objective 1) and need for support of new initiatives (see objective 2)
Increase public perception of the scope of interests that AEF is designed to benefit
Provide more public awareness
Strategy #5: Discuss with board and staff; plan new initiatives based on results and leading into
next business plan
Create full-fledged committees working on goals they have chosen to help move the
equine community forward
Clarify role of the AEF with EC including:
- Service agreement
- Roles / responsibilities of both
Alberta Equestrian Federation Strategic Plan
Page 9
2012 - 2018Goal #4 – Develop and Implement a Provincial Outreach Program
Develop and implement a provincial outreach program to market AEF programs and services
Success Indicator: Objective criteria
Strategies
Strategy #1: Research and determine target focus areas throughout Alberta.
Expand the scope of membership to provide / increase diversity
Appeal to a wider segment of the market – connect with different generations
Strategy #2: Examine opportunities for developing sponsorship prospects to support
outreach activities
Create incentive programs for youth participation
Unite Alberta Therapeutic Riding Clubs under one AEF umbrella
Expand and support education and development programs
Create programs for unrepresented groups
Continued education of the public about the following:
- Provide a greater understanding for the need of bio security in our industry
- Enhance Horse welfare issues
- Provide online courses
- Provide more knowledge about what the AEF can do for the recreational/trail rider
- Implement a Recreation Rider Program
Strategy #3: Enlist board of directors for outreach by them within their localities
Create committees with heart: people with passion with a common goal
Strategy #4: Reach out to member organizations and businesses for outreach within their
localities and areas of interest
Expand volunteer base (external demands, i.e. government committees)
Invite organizations and corporations to be involved with the AEF
Strategy #5: Continually update the website to enhance outreach
Enhance AEF’s role to both public and membership
Strategy #6: Include outreach information and opportunities to book presentations in AEF e-
news and Alberta Bits
Alberta Equestrian Federation Strategic Plan
Page 10
2012 - 2018Goal #5 – Expand the Wild Rose Competitions Program
Expand the Wild Rose Competitions program to include reining, gymkhana, and breed classes.
Success Indicator: Objective criteria
Strategies
Strategy #1: Develop rules, regulations, officials and judges
Create a Provincial competition structure
Strategy #2: Market new inclusions to shows; book and support new shows
Promote equine sport through developing the Alberta Equestrian Games – include an
open division
Strategy #3: Hold new competitions and award end-of-year prizes
Create pathways for all athletes with more local competitions
Continue to provide a grassroots level of competition, with less emphasis on the higher
competition levels
Enable people of all ages and levels to achieve competitive goals and growth within
their chosen sport and/or equine activity
Develop a clear, structured competition system that covers all levels of competition and
closely follows the LTAD
Alberta Equestrian Federation Strategic Plan
Page 11
2012 - 2018Goal #6 – Complete a Full Review of the AEF Governance Structure
Complete a full review of the AEF governance structure and implement changes to meet the
new NFPA and criteria funding requirements for ASRPWF.
Success Indicator: Objective criteria
Strategies
Strategy #1: Complete a full review of the AEF governance structure using resources
available to non-profits from government, volunteer agencies, and internally within the AEF.
Implement proper updated policies and procedures for all business aspects of the AEF
on a regular basis
Review
- Policies
- Procedures
- Bylaws
Strategy #2: Have the proposed AFPA and funding criteria from ASRPWF on hand for
reference by the board and staff
Ensure all AEF board and staff are all given current relevant (see Strategy#2) referenced
material
Strategy #3: Create a committee that addresses ongoing issues concerning board governance
and policies/procedures
Create an actively working committee to ensure the current board governance aligns to
current policies and procedures
Strategy #4: Align the current AEF regulations and bylaws to conform to the new NFPA and
to meet the criteria for funding required by ASRPWF
Perform an internal audit of the current AEF governance structure and bylaws to make
sure it aligns to the new NFPA and criteria for funding
Strategy #5: Develop an implementation plan based on recommendations in review
Create an actively working committee to develop an implementation plan based on the
review recommendations
Assure collaboration with other Province’s equine organizations, and with the animal
agriculture industry
Strategy #6: Act upon recommendations
Create an actively working committee to implement recommendations that are
identified in the implementation plan.
Improve accounting reports
Improve cash flow
Provide projections (future, not past)
Alberta Equestrian Federation Strategic Plan
Page 12
2012 - 2018 Educate the board on how to read financial statements
Strategy #7: Develop and implement a training and mentorship program for new directors
A policy manual for board members is to be implemented which includes acceptable
behavior guidelines as well as rules for events
All Board members need to understand and have clarification on their responsibilities
and expectations
Establish a better AGM with forums headed by Chairs: commit to the 2-way sharing of
information
Provide better understanding from the Board of what happens in the AEF office and
what the staff do
Provide clarification of what is required of and what makes up the Board of Directors
Provide all board members with copies of the draft Terms of Reference. This is to be a
starting point to let members know the involvement required for a successful board.
Establish a term for directors with staggered years in the AEF bylaws to allow for proper
mentorship
Provide a transition period for new directors
Alberta Equestrian Federation Strategic Plan
Page 13
2012 - 2018Action Plan
Goal #1 / Strategy #1
Action to be taken Who is accountable What is the timeline What are the costs?
Develop the rationale Board 2011 - 2012 Staff time
of why it is beneficial
to be an AEF member Staff
Goal #1 / Strategy #2
Action to be taken Who is accountable What is the timeline What are the costs?
Update the website AEF staff 2011 - 2018 Staff time
and membership
materials; share the
benefits widely in
AEF E-news and
Alberta Bits
Goal #2 / Strategy #1
Action to be taken Who is accountable What is the timeline What are the costs?
Apply for a grant to AEF Treasurer 2011- 2012 $100,000
support the fund
development Executive Director
position
Goal #2 / Strategy #2
Action to be taken Who is accountable What is the timeline What are the costs?
Establish and orient AEF Treasurer 2013 - 2014 Staff and Board
the fund meetings combined -
development Marketing Staff $400
committee, including Executive Director
the board
appointment of the
committee chair
(The AEF applied for
grant for fund
development, and
was subsequently
declined funding ,
mostly due to the fact
that this funding
Alberta Equestrian Federation Strategic Plan
Page 14
2012 - 2018went to other
organizations with 1
or 2 staff.)
Goal #2 / Strategy #3
Action to be taken Who is accountable What is the timeline What are the costs?
Hire and orient a Executive Director 2012 $45,000 salary +
fund development benefits
coordinator Fund Development
Committee
Goal #2 / Strategy #4
Action to be taken Who is accountable What is the timeline What are the costs?
Fund Development 2013 Staff and committee
Develop and
Committee
implement fund
development
strategy (see
objectives 1, 3 and 4)
Goal #2 / Strategy #5
Action to be taken Who is accountable What is the timeline What are the costs?
Set expectations for Fund Development 2013 – 2015 Volunteer driven
board member Committee (board members are
involvement in fund volunteers)
development
Goal #3 / Strategy #1
Action to be taken Who is accountable What is the timeline What are the costs?
Develop targeted Marketing Staff 2012 - 2013 Staff time
questionnaire
Board members
Goal #3 / Strategy #2
Action to be taken Who is accountable What is the timeline What are the costs?
Test questionnaire Marketing Staff 2013 Conference calls &
with focus group email - $60
(committee) selected Committee
from target groups
Alberta Equestrian Federation Strategic Plan
Page 15
2012 - 2018Goal #3 / Strategy #3
Action to be taken Who is accountable What is the timeline What are the costs?
Conduct survey and Marketing Staff 2013 Survey Monkey -
compile results $100
Committee
Goal #3 / Strategy #4
Action to be taken Who is accountable What is the timeline What are the costs?
Inform community in Alberta Bits 2013 - 2018 Ongoing – website
AEF e-news and committee $5,000
Alberta Bits about
possible new Marketing Staff
initiatives (see Executive Director
objective 1) and need
for support of new
initiatives (see
objective 2)
Goal #3 / Strategy #5
Action to be taken Who is accountable What is the timeline What are the costs?
Discuss with board Board members 2015 - 2018 Volunteer and staff
and staff; plan new time
initiatives based on Staff
results and leading
into next business
plan
Goal #4 / Strategy #1
Action to be taken Who is accountable What is the timeline What are the costs?
Research and Marketing staff 2012 - 2018 Presentations and
determine focus travel - $8,000
areas across the Board members
province to target
Goal #4 / Strategy #2
Action to be taken Who is accountable What is the timeline What are the costs?
Alberta Equestrian Federation Strategic Plan
Page 16
2012 - 2018Examine Marketing Staff 2012 - 2018 New sponsorship
opportunities for package 2013 (design
developing Executive Director and print)- $6,000
sponsorship
prospects to support
outreach activities
Goal #4 / Strategy #3
Action to be taken Who is accountable What is the timeline What are the costs?
Enlist board of Board members 2013 - 2018 Volunteer driven
directors for
outreach by them
within their localities
Goal #4 / Strategy #4
Action to be taken Who is accountable What is the timeline What are the costs?
Reach out to Board members, 2013 - 2018 AEF costs to
member member distribute
organizations and organizations and promotional
businesses for businesses materials – postage -
outreach within their $5,000
localities and areas of
interest
Goal #4 / Strategy #5
Action to be taken Who is accountable What is the timeline What are the costs?
Continually update Marketing Staff 2012 - 2018 Staff time
the website to
enhance outreach
Goal #4 / Strategy #6
Action to be taken Who is accountable What is the timeline What are the costs?
Include outreach AEF staff 2012 - 2018 Staff time – Alberta
information and Bits is already in the
opportunities to book Alberta Bits AEF budget
presentations in AEF committee
e-news and
Alberta Bits
Alberta Equestrian Federation Strategic Plan
Page 17
2012 - 2018Goal #5 / Strategy #1
Action to be taken Who is accountable What is the timeline What are the costs?
Develop rules, Chair of Sport 2012 - 2015 Committee
regulations, officials conference calls -
and judges Sport Committee $400
Competitions Staff
Goal #5 / Strategy #2
Action to be taken Who is accountable What is the timeline What are the costs?
Market new Chair of Sport 2012 - 2015 Marketing and
inclusions to shows; Promotions - $8,000
book and support Sport Committee
new shows Competitions Staff
Marketing Staff
Goal #5 / Strategy #3
Action to be taken Who is accountable What is the timeline What are the costs?
Hold new Chair of Sport 2013 - 2018 $15,000
competitions and
award end-of-year Sport Committee
prizes Competitions Staff
Goal #6/ Strategy #1
Action to be taken Who is accountable What is the timeline What are the costs?
Complete a full AEF Bylaw 2012 - 2013 Volunteer
review of the AEF Committee
governance structure
using resources AEF Board
available to non-
profits from
government ,
volunteer agencies,
and internally within
the AEF
Alberta Equestrian Federation Strategic Plan
Page 18
2012 - 2018Goal #6 / Strategy #2
Action to be taken Who is accountable What is the timeline What are the costs?
Have the proposed Executive Director Completion by 2014 Printing - $100
Not-For Profit Act on
hand for reference
by the board and
staff
Goal #6 / Strategy #3
Action to be taken Who is accountable What is the What are the
timeline costs?
Create a committee AEF President 2012 Conference calls
that addresses issues - $60
concerning board AEF
governance and Governance/Policies/Procedure
policies/procedures committee
Goal #6 / Strategy #4
Action to be taken Who is accountable What is the timeline What are the costs?
Align the current AEF AEF President 2013 – 2014 N/A
regulations to
conform to the new AEF Bylaw Bylaw review
NFPA and funding Committee complete by March
criteria for ASRPWF 1, 2012
Goal #6 / Strategy #5
Action to be taken Who is accountable What is the What are the
timeline costs?
Develop an AEF President Completed by N/A
implementation 2013
plan based on AEF
recommendations in Governance/Policies/Procedure
review committee
Goal #6 / Strategy #6
Action to be taken Who is accountable What is the timeline What are the costs?
Act upon AEF President 2013 - 2014 N/A
recommendations
Alberta Equestrian Federation Strategic Plan
Page 19
2012 - 2018Goal #6 / Strategy #7
Action to be taken Who is accountable What is the What are the
timeline costs?
Develop and AEF President 2013 - 2014 In person
implement a meeting and
training and AEF training - $3,000
mentorship Governance/Policies/Procedure
program for new committee
directors
Conclusion
The AEF Strategic plan has the greatest value when it is used as a business tool. It is important to
continually review and revise this planning tool in order to identify and capture and business
requirements changes over the planning timeline.
This is a dynamic and evolving plan, created using an assessment of the operating environment
and community input at a specific point in time. The plan will be reviewed annually and, if
needed, adjusted to reflect changes in the operating environment of the AEF, and to ensure
board priorities and community needs are addressed.
Alberta Equestrian Federation Strategic Plan
Page 20
2012 - 2018Appendix: SWOT Analysis
Category Strengths Weaknesses Opportunities Threats
Marketing and - AEF newsletters - The AEF website is not - Opportunity to -Constant changes in
Outreach: & web as user friendly as it provide payment to technology
communication is could be man the AEF booth
excellent at trade shows and -Competing with other
- There are not enough events. provincial and national
staff and volunteers to associations
man AEF booths at -Opportunity to
trade shows and events redesign the web
page so that it
- Networking for becomes more user
membership needs to friendly
be increased
- The current "Live
Outside the Box"
program is not
attracting enough
members
Serving Our - Insurance - Many members feel - Opportunity to - Ongoing unstable
Clients: offerings are an that they do not have a provide services or relationship with the
excellent value platform to voice their improve existing NSO (EC) threatens
for our members concerns to the AEF services that areas/program such as
executive and board. represent all equine competitions and
-Quarterly disciplines including coaching
member - There is not enough vaulting, saddle seat,
publication representation and recreation.
throughout the
-Access to Province for - Opportunity to
scholarships and Trail/Recreational collaborate with key
funding activities recreation groups
-Access to learn -Many members do not - Opportunity to
to ride programs see that there is more promote equine
and coaching than just ‘insurance’ to sport through the
programs their membership Alberta Equestrian
-Active living Games – (include an
programs for all open division)
ages - Opportunity to
-Event calendar create a Provincial
on website – competition
visited often structure
- Opportunity to
create pathways for
Alberta Equestrian Federation Strategic Plan
Page 21
2012 - 2018-Social media – athletes with more
keeps growing local competition
circuits
-Opportunity to grow
membership
Operations/Proc -Cross trained - Services are duplicated - Opportunity to -Only one specialty
esses: staff in certain that are already offered discontinue database provider
areas allow for by the EC mediation with EC so
members to be the AEF becomes a -Cross training for staff
serviced more - Operational and standalone is limited due to time
effectively business plans are not organization. constraints and
executed or have firm workload of all staff
-New-marketing deadlines - Opportunity to set
staff person will firm deadlines to -Executive Director
allow for the AEF - Standing Committees prevent the non- does not have as
to further need to become more implementation of much time for staff as
develop and involved and more plans needed
promote functional
- Opportunity create -Ever changing
-Website and - Equine welfare is not full-fledged technology
database are all promoted as effectively committees working
internet based as it should. on goals they have
allowing access - The public needs to be chosen to move this
from outside of educated on the need province forward
the office at trade for bio-security
shows and events -Opportunity to
protocols. expand the AEF's
volunteer base
(external demands,
i.e. government
committees)
- Opportunity to
increase the
promotion of bio-
security in the
equine community
Alberta Equestrian Federation Strategic Plan
Page 22
2012 - 2018- Opportunity to
enhance equine
welfare and
education in the
province of Alberta
-Opportunity to
define and create a
standardized
Provincial
Emergency Response
for equine welfare
cases
Leadership: -New President - The board as a whole - Opportunity to -Some board members
has provided for does not encourage and evaluate the current have individual
new learning and support the executive board and agendas
guidance for management as well as administration and
directors it should. make changes that
reflect the current
-Committees environment of the
formed at the AEF and the
board level and community as a
objectives and whole
goals have been
defined - Opportunity to
create AEF satellite
-President is offices to better
guiding the represent our
Executive and member base
Board
-President is
running
structured
meetings
-President
supports the
chain of
command and
the role of the ED
Financial: -Zero based -Board does not - Opportunity to - Spending needs to be
budgeting is understand financial create/enhance the controlled at the
supported budget process board level
Alberta Equestrian Federation Strategic Plan
Page 23
2012 - 2018-ED considers that planning and -Fundraising -Government funding
each $ spent contingency funds committee can be gone at any
belongs to a time
member -Board does not -Many volunteers
understand that that can assist with -Casino funding can be
-Staff are all operating costs go up fundraising gone at any time
educated on
financial matters -Board feels that -Market to new and -Competition from the
membership fees potential members NSO
-Staff are all should not be increased
taught to budget without providing -Market to new and -Loss of relationship
within their own members more benefits potential businesses with NSO (in regards
programs to coaching and
-Board does not -Create value-added competitions)
understand ‘fiscal’ sponsorship
responsibility as a packages
director of a non-profit
organization
Technology: -Database - The AEF needs to - Opportunity to -Ensuring privacy of
supports all expand the use of reach out to the member information
needs for equine technology to reach its equine community
member base more through the use of -Changes to internet
-Staff have effectively. current technologies (not having the
ongoing web and including Facebook, supporting version of
database training Twitter, and other internet)
-Ability to pull social networking -Always a need for
member data mediums. ongoing last minute
easily and -Add more statistical training.
incorporate for fields into database
quick stats, (good for planning
marketing and development)
materials (enews
etc) -Ability to
incorporate
-Members have competitions points
own account and and program into
can login at any database
time
-Ability to gather
common stats
amongst provinces
(same database
provider in several
provinces)
Alberta Equestrian Federation Strategic Plan
Page 24
2012 - 2018Regulatory/Legal -Relationship with -AEF does not retain - Opportunity to - The AEF's current
other P/TSO’s and legal counsel audit the AEF's business processes
shared current business and operations are not
information -Many equine related processes and aligned to the new
activities are not operations and make NFPA.
-Relationship with governed by the sure they align to
Alberta government new and existing -Many BOD members
government government do not support new
-AEF does not have a the NFPA
recognized regulation
spokesperson -BOD must understand
legal responsibilities
-Some directors may as directors
speak on behalf of the
AEF without consulting
the President
Economics -Distribution of -Not enough staff or -A large non- -NSO marketing in
AEF materials to funds to cover member population Alberta
members (Alberta participation at more (e.g. all horse
Bits, enews, FB events throughout the owners in Alberta) -Costs of production
and Twitter) province to market increasing
-Sponsors for
-Contra -Province is large, staff programs -Staying current with
agreement with are 6 information
other equine -Businesses to distributed
publications -Lack of funds to print distribute materials
and distribute more across the province -Missing out on
(distribution of marketing
benefits etc) materials
opportunities due to
-Relationship with lack of funding.
government
bodies and
national
organizations
such as HWAC,
Agri Canada
Social/Demograp -Ability with -AEF does not have - Opportunity to -Possibly lose
hic database to know gender/race/age/disabil continue to bring government funding
ages and ity/mobility related people with the with none of these
locations programs same interests programs
together from
-AEF Services - AEF does not currently different areas of the -members not wanting
over 410 ask this information of province to share information
communities in our members
the province - opportunity to -asking for social and
-AEF does not collect create programs for demographic
this information in information is not
database easily obtained
Alberta Equestrian Federation Strategic Plan
Page 25
2012 - 2018-BOD does not gender/race/age/dis
understand that ability/mobility
creating programs for
gender/race/age/disabil -ability to collect
ity/mobility has to be a data in database on
priority for organization members
Alberta Equestrian Federation Strategic Plan
Page 26
2012 - 2018Glossary of Acronyms and Terms
AEF Alberta Equestrian Federation
EC Equine Canada
NFPA Not-for-Profit-Act
AGM Annual General Meeting
E-news Electronic News
LTAD Long Term Athlete Development
ASRPWF Alberta, Sport, Recreation, Parks and Wildlife
Foundation
NSO National Sport Organization
Alberta Equestrian Federation Strategic Plan
Page 27
2012 - 2018You can also read
