STRONGER TOGETHER The Strategic Plan for British Canoeing
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STRONGER
TOGETHER
The Strategic Plan for British Canoeing
2017-2021
Contents
3 20 34
Foreword Action Plan 2 Action Plan 9
Attract New Members to British Develop Volunteers,
4 Canoeing and Improve Member
Engagement and Satisfaction
Coaches and Leaders
Why does British Canoeing
need a Strategic Plan? 36
22 Action Plan 10
10 Action Plan 3 Strengthen Governance and Financial
Sustainability within the Sport
Create and Promote More
How will British Canoeing Opportunities for Exploration,
be different by 2021? Adventure and Challenge
38
12 24 Action Plan 11
Improve the Profile of
Purpose, Vision, Action Plan 4 Paddlesport and Communications
Ambitions and Develop a Stronger Network
throughout the Sport
Performance Measures of Clubs and Centres
40
12 26 Appendix 1
Our 11 Ambitions Action Plan 5 Recommendations for Action
and 20 KPIs Create More Places to
within Local Areas and Regions
Paddle and Improve Facilities
13 43
20 Key Performance 28 Appendix 2
Indicators by 2021 Action Plan 6 Recommendations for
Action for Clubs and Centres
Improve Access and Promote
16 Environmental Awareness
Funding Delivery
30
17 Action Plan 7
Provide Excellent
The National Action Plans Competitions
18 32
Action Plan 1 Action Plan 8
Increase Regular
Improve Pathways to Performance
Participation in Paddlesport
and International Success
2 British Canoeing Strategic Plan 2017 - 2021
Foreword
We are delighted to introduce Stronger Together – the new strategic
plan for British Canoeing, which will guide our work until 2021.
During 2016, in developing this regions and disciplines and many much clearer about the direction
strategy, we consulted widely, listened other committees, for the national of travel and our respective roles
carefully and are confident that it associations and for our many national and responsibilities. It seeks to
responds well to the challenges and regional partners – because it better harness the skills, enthusiasm
presented within the consultation. is through working cooperatively and commitment of all of those
that we will be stronger together. individuals and organisations who
Stronger Together presents a clear want to play their part in building an
purpose and vision for British This is a plan for British Canoeing even brighter future for the sport in
Canoeing. It also sets out 11 which incorporates some aspects England and throughout the UK.
ambitions and within these are some of UK significance, but more which
very significant new approaches will impact only in England. This This strategy document is of course
and developments to be delivered is in keeping with the devolved just the beginning, but it’s an essential
by 2021. There are measurable management structure for canoeing and strong start. We very much
targets and 20 key performance in the UK. The national associations look forward to working with you
indicators which will be reviewed in Scotland, Wales and Northern in its delivery and to the exciting
annually within the Annual Report. Ireland each have their own developments which will come as a
complementary strategies which also result during the next four years.
Most importantly, Stronger Together focus on home country delivery.
presents a plan for the whole of
the sport. It is not only for the Stronger Together provides the
Board and the executive team but blueprint for us all to work better
also for the clubs and centres, together, with each of us being
Professor John Coyne CBE David Joy
CEO
Chair
British Canoeing
British Canoeing
www.britishcanoeing.org.uk 3
Why does British Canoeing
need a Strategic Plan?
British Canoeing is one of the recognised national governing bodies (NGBs) of sport in
the UK. It is neither the biggest nor the smallest, but with its many disciplines and the
varied motivations of its participants, it is certainly more complex than many.
Good strategic planning is With so much voluntary effort and too few sources of income and
essential to steer the right path with so many people contributing some of its key programmes and
through this complexity. to the success of the organisation, a initiatives are in need of review.
quality plan which has clear targets
British Canoeing is a company and that brings clarity to roles Now is definitely the right time
limited by guarantee and also and responsibilities is essential. to create and deliver an excellent
a membership organisation. strategic plan which drives the work
British Canoeing is also a publicly of the whole of British Canoeing.
The Board is accountable to the funded organisation which brings
members for managing the strategy with it certain obligations. In 2016 The process began in 2015 and there
for the sport and does this through around 80% of its income was from was extensive consultation throughout
the production, delivery and public funding through UK Sport 2016. The strategy was further
review of the strategic plan. This and Sport England. A high quality informed through desk analysis
needs to be a published strategy and active strategy is one of the of the strengths, opportunities,
with a clear purpose, vision and crucial expectations from these weaknesses and threats facing the
measurable outcomes. Progress funding bodies. It is what will give sport, together with consideration
must be reported annually. them enhanced confidence. of the political, economic, social,
technological, legal and environmental
British Canoeing is a voluntary British Canoeing has finite resources issues facing the sport as a whole.
organisation, made up of many and is operating in a changing world.
constituents including but Some of the headlines from this work
not limited to; clubs, centres, There has been little significant are presented in the following pages.
committees, volunteers, coaches, growth in the organisation for
officials, the Board and the staff. some time, it is over reliant on
4 British Canoeing Strategic Plan 2017 - 2021
Now is definitely the right
time to create and deliver
an excellent strategic plan
which drives the work of the
whole of British Canoeing
www.britishcanoeing.org.uk 5
Strengths and
Opportunities
Large numbers of people of all ages, There are over 40,000 Our consultation demonstrates
abilities and interests enjoy canoeing, active club members. a willingness to embark on a
kayaking and stand-up paddleboarding. new strategy and to become a
There are 33,000 members engaged more united organisation.
The breadth of the sport and the directly with British Canoeing.
disciplines makes it attractive Great Britain finished top of the
to many different people. Over 12,000 registered coaches combined Olympic and Paralympic
operate within an established medal table at the Rio 2016
British Canoeing understands the coach education system. Games, winning four Olympic
motivations of paddlers and its and five Paralympic medals.
members better than ever before There is an excellent base of
- 46% of participants in volunteers at club, regional We are one of the most successful
paddlesports are female.1 and national level. countries in international
competitions, winning 90 medals
Over two million adults and There are strong competition across the disciplines in European
children take part in the sport pathways in most disciplines. and World Championships in 2016.
each year in the UK.2
We have a growing network of trails
In England around 196,000 and an increased focus on challenges,
core participants will paddle social and participation events.
twice a month.3
Research evidence confirms that
many more people are interested
in taking up the sport.4
There are 384 clubs spread
throughout England.
1
Watersports Participation Survey 2015 – Arkenford
2
A Participant Model for Paddlesport 2011 – Further analysis 2015– Fusion Research Limited 2012
3
Active Lives Survey 2015-16 – Sport England
4
Getting Active Outdoors: A study of Demography. Motivation, Participation and Provision of Outdoor Sport and Recreation in England 2015– Sport England
and Outdoor Industry Association. www.sportengland.org/media/871842/outdoors-participation-report-v2-lr-spreads.pdf
6 British Canoeing Strategic Plan 2017 - 2021
Weaknesses
and Threats Political
Lifestyles are changing with more The breadth of the sport The political landscape within
people now paddling independently presents a challenge in canoeing is relatively complex, with
of clubs and the governing body. resourcing all developments. many organisations involved in the
development and delivery of the
Whilst the gender balance in The clubs, centres, regions, sport within England and the UK. The
participation is strong, more disciplines and many partners are potential exists for British Canoeing
must be done to make the not yet united behind a single to take a greater role in coordinating
sport more accessible to under- vision and shared goals. the work of partners and in managing
represented groups such as black the delivery of the strategy.
and ethnic minority communities The sport at national level is over
and disabled people. reliant on too few sources of There has been a new government
funding, particularly public funding. strategy for sport and physical
There are new and higher inactivity – Sporting Future. This has
expectations of quality membership Whilst some clubs are thriving, led to changing priorities within Sport
services that must be addressed. others feel the need to change England and will in turn influence
and are wanting more support the British Canoeing strategy.
Digital communications and services to make the right changes.
to members need to be enhanced. British Canoeing is a key member
Research shows that there are of the International Canoe
There is a lack of clarity around more people involved in the sport Federation (ICF). It has several
the legal right to paddle on inland now than in 2005, but during representatives on ICF committees
waterways in England which is this period regular participation and British Canoeing accepts its
a barrier to participation. in canoeing has been static. responsibility to be an active voice
in determining the direction of
Signposting to existing places to Media coverage and the public ICF and the sport at world level.
paddle could be significantly improved. perception of canoeing are a
weakness rather than a strength.
There is dissatisfaction with some
aspects of the coach education
and coach development offer.
www.britishcanoeing.org.uk 7
Economic Social
Paddlesports make an important British Canoeing’s UK Sport funding It is now more important than
contribution not only to the health of award is dependent upon continued ever that we better understand
the nation but also to the economy Olympic and Paralympic success. the needs of current and potential
of the UK through its trade, retail and A change of emphasis in Sport participants and take action to retain
many commercial activity centres. England is moving funding away and attract regular participants
from NGB activities which will result of all ages and abilities. Increasing
The slow recovery in the economy in less investment in increasing participation and membership are
has provided a difficult backdrop participation over the next four years. key ambitions within this strategy.
to plans to increase participation
and club membership. Many parts of the sport such as clubs, Club membership is a key indicator of
regions, non Olympic disciplines and the health of the sport in England.
Local government spending events are under resourced. New
cuts have been severe and have funding models at all levels need to be 37% of our club membership is
significantly reduced the ability explored during the next four years. female and the number of juniors has
of councils to support community, increased by around 6,000 since 2009.
club and volunteer developments We lack the economic means at
and outdoor activity centres. present to invest as widely as we Research evidence suggests that there
would like across the sport as a whole. are a significant number of people
Whilst public funding for who want to try canoeing.5 To grasp
sport at national level has this opportunity, we need a clear
been relatively protected we understanding of the real or perceived
cannot take it for granted. barriers to entering the sport.
More work is required for our
participants and workforce to more
closely reflect the demographics
within communities.
We need to understand the social
drivers that will bring more people
into membership of British Canoeing.
5
Getting Active Outdoors: A study of Demography. Motivation, Participation and Provision of Outdoor
Sport and Recreation in England. 2015– Sport England and Outdoor Industry Association
8 British Canoeing Strategic Plan 2017 - 2021
Technological Legal Environmental
Members and participants now All sports now have to pay more There are political issues around
expect organisations to have good attention to governance and access and the environment which
digital capacity including modern compliance matters at national have the potential to impact on
websites and online processes level but also within clubs. the growth of the sport. It is critical
such as competition entries. that there are robust plans in
Canoeing generally has some British Canoeing is required to place to address these important
ground to make up in this area. achieve nationally agreed standards matters over the next few years.
in safeguarding and equality and
Other sports have advanced the to show progress annually across Our community is a positive
use of technology within the sport a large number of governance contributor to environmental
to enhance the enjoyment of and compliance measures. protection and enhancement
participants. Again canoeing needs and we should do much
to accelerate progress in this area. Clubs and voluntary committees more to promote this.
The sport has made good progress face similar requirements and the
around innovations in equipment. NGB should provide some support
in these areas to the voluntary
This has helped both training leaders within the sport.
and competition in performance
programmes and further pushed British Canoeing is committed to
boundaries for recreational paddlers. putting strong and transparent
governance in place and will need
The impact of new materials for to establish and review several
boats and stand up paddleboards of its policies and procedures
(SUPs) is increasing accessibility during the next four years.
and the ease with which people
can engage in the sport. It will be important to strengthen the
focus on training, qualifications, risk
assessment and insurance over the
next four years, to support and protect
members and the organisation.
www.britishcanoeing.org.uk 9
How will British Canoeing
be different by 2021?
For this strategy to really work, the many parts of British Canoeing including clubs
and centres, volunteers and coaches, regional and national committees, the Board
and staff will all need to commit to working together, playing their part in its delivery.
If this is the case by 2021;
Membership Partners and Clubs
Membership will have increased More partners will be delivering entry Its reputation with members,
to around 75,000 and be growing level sessions to new participants clubs and external partners will
as a result of the introduction who want help with the basics. be improving year on year.
of several new categories of Retailers, trade companies and
membership and revised benefits. There will be a similar number of commercial centres will be operating
clubs, but more will have begun to more closely with British Canoeing.
Members will be much more develop a plan for their future, will
satisfied with membership better understand their members All will be working to encourage
services, perceiving good value and begun to attract new members regular paddling, connections to
for money and recommending who perhaps want a different things clubs and events, and membership.
membership to others. to the traditional members.
Membership income will
have increased by 20%.
Demographic Communication Profile
The demographic within the Information about places to The profile of the sport will be higher
sport will have begun to shift paddle will be far easier to find in broadcast, streaming and print
with more participants from from many sources including the media and the commercial income
black and ethnic minorities. British Canoeing website. into British Canoeing will have
increased by more than 300%.
The disciplines’ websites will be
operating like microsites within the
British Canoeing website, drawing
from a central database and with
efficient online entry and payments
systems for competitions.
10 British Canoeing Strategic Plan 2017 - 2021Coaching Competitions Governance
Coach education within British Competition disciplines will be British Canoeing will look and
Canoeing will have been through seen as a part of British Canoeing feel much more like a joined
transformation, with fewer and not separate from it. up and united organisation.
prerequisites for courses, more
e-learning, high quality delivery and More people will be entering British Canoeing will be
more coach focussed making awards competitions, with more entry recognised as having excellent
quicker and cheaper to complete. level events in most disciplines, governance in place at Board
more crossover of athletes and national committee level.
There will be an excellent between disciplines and the British
coaching conference every Championships within all disciplines
year and regular and varied will be have a bigger event feel.
opportunities for coaches’ CPD.
British Canoeing will host an
international event every
couple of years and will have a
stronger relationship with the
international federations.
Places to Paddle Participation International Success
There will be over 150 canoe trails There will be several large and high Our athletes will continue to achieve
created and promoted and in mass participation events each international success in the Olympic,
locations throughout England. year and a series of challenges Paralympic and non Olympic
promoted such as the Three Lakes, disciplines. British Canoeing will be
There will be greater clarity which are growing in popularity. one of the top three nations in the
around the right to paddle on world medal table and recognised
inland waterways with more More people will be paddling more as sport that has focus on the
miles of rivers, with uncontested often and the sport will feel more welfare of its athletes and coaches.
access and improved partnership accessible than ever before.
working with other water users.
www.britishcanoeing.org.uk 11Purpose, Vision, Ambitions
and Performance Measures
Our Purpose
Our Purpose defines our “Why” – why we all do what we do.
The purpose is not just for the The purpose of British Canoeing is to;
Board or staff and national
“Inspire people to pursue
committees, but is a purpose
a passion for paddling; for
for all of those responsible for
health, enjoyment, friendship,
driving this strategy within every
challenge and achievement”
part of British Canoeing.
Our Vision
Our vision describes the organisation we want to become.
Action will be required at every The new vision for British Canoeing is;
level in the sport for the vision
“A united British Canoeing, focused
to be achieved.
on our people and ambitions and
excellent in delivery”
Our 11 Ambitions
and 20 KPIs
The 11 ambitions have been thoughtfully crafted
and set an agenda for action for the next four years,
designed to put the sport in a better place.
We have also set out 20 clear Progress on these 20 key performance
and measurable targets (KPIs) indicators and 67 actions will be
as measures of these ambitions reported each year within the
which we plan to achieve by 2021 Annual Report of British Canoeing.
(20 by 21). These 20 KPIs are
presented in the following pages.
12 British Canoeing Strategic Plan 2017 - 202120 Key Performance
Indicators by 2021
Ambition One
Increase regular participation in paddlesport
Increase in the number of regular participants
KPI 1
as measured by Active Lives by 2021
Increase participation in 1 & 2 Star Awards
KPI 2
(or equivalent) annually from 2018
Ambition Two
Attract new members to British Canoeing and
improve member engagement and satisfaction
Increase the number of people in
KPI 3 membership of British Canoeing
annually and to 75,000 by 2021
Increase the levels of member engagement
KPI 4
within the services provided by British
Canoeing annually from 2018
Ambition Three
Create and promote more opportunities
for exploration, adventure and challenge
Increase the number of registered mass paddles
KPI 5
(with more than 100 participants) and develop
three national mass paddle events by 2021
Increase the number of national challenges
KPI 6
annually to at least eight by 2021
www.britishcanoeing.org.uk 13Ambition Four
Develop a stronger network of clubs and centres
Increase the number of quality marked
KPI 7
clubs and centres in membership of
British Canoeing annually from 2018
Improve the annual club satisfaction
KPI 8
rating year on year from 2018
Ambition Five
Create more places to paddle and improve facilities
Annually increase the number of registered
KPI 9
canoe trails promoted on the British Canoeing
website to reach a target of 150 by 2021
Ambition Six
Improve access and promote
environmental awareness
Develop and promote new digital resources
KPI 10
which promote the public rights to rivers in
England with 50% of rivers included by 2021
Annually improve the awareness
KPI 11
amongst members of environmental
issues and best practice from 2018
Ambition Seven
Provide excellent competitions
National competition discipline
KPI 12
committee plans produced and
published annually from 2018
International Events Strategy approved in
KPI 13
2017, updated annually and delivered to plan
14 British Canoeing Strategic Plan 2017 - 2021Ambition Eight
Improve pathways to performance
and international success
Achieve a minimum of three Olympic medals
KPI 14
and three Paralympic medals in Tokyo in 2020
Consistently be in the top three nations
KPI 15
in terms of medal success at World and
European Championships across all classes
and disciplines of international competition
Ambition Nine
Develop volunteers, coaches and leaders
KPI 16 All coaching and leadership awards
revised and relaunched by 2021
Improve the coach and coach educator
KPI 17
satisfaction rating annually from 2018
Ambition Ten
Strengthen governance and financial
sustainability within the sport
To comply with the UK Code of Sports
KPI 18
Governance and annually retain a
“green” rating for governance from UK
Sport and Sport England
To annually increase the percentage of
KPI 19
income into British Canoeing from non-
public grant sources from 2018
Ambition Eleven
Improve the profile of paddlesport and
communications throughout the sport
To improve key volunteer and
KPI 20
member satisfaction levels about the
promotion of the sport and internal
communications annually from 2018
www.britishcanoeing.org.uk 15Funding Delivery
This is a strategic plan for the whole to precisely cost out the delivery of all can realistically be expected to be
of British Canoeing, requiring the actions at national, regional and available over the next four years.
coordinated action at all levels within club levels. To achieve this the following funding
the sport. There is not going to be a principles are proposed;
single organisation which underwrites However, the actions presented are
the cost of delivery nor is it possible achievable within the resources which
Core funding received by British Canoeing from Sport England
and UK Sport is all allocated in ways which fully meet the shared outcomes
within the respective funding agreements, but also contributes significantly
to achieving the ambitions within this strategy
All stakeholders including clubs, centres, regions,
national committees and staff each annually review their
own plans, the potential for savings or releasing reserves
and allocate budgets in the best way to contribute to
achieving the ambitions within this strategy
Other income received by British
Canoeing from sources such as membership and
commercial activity is carefully invested into
the areas of strategic importance to achieve the
ambitions within the strategy
All stakeholders actively seek new sources
of grant funding from other sources, which can be
used to achieve the ambitions of the strategy
All stakeholders actively seek to develop new
partnerships with agencies that share our ambitions, to
increase our delivery capacity and to create mutual benefits
through these strong partnerships
British Canoeing works with key stakeholders to develop
and implement a new commercial strategy which secures
additional income to be invested to achieve the ambitions of the
strategic plan
16 British Canoeing Strategic Plan 2017 - 2021The National
Action Plans
This section of the strategy These action plans do not attempt The delivery of the vision and
presents the national actions to include all of the work of those ambitions within the strategy will also
required to deliver the vision and involved, nor every action that will be require coordinated action at club and
eleven ambitions. The delivery of carried out in a year, but are intended regional levels. The recommendations
these national action plans will to provide a focus on the areas where for action at club and regional levels
be coordinated and delivered by most improvement or attention is are also shared within Appendices 1
British Canoeing staff, home country required. They set a national agenda and 2 on pages 40 to 47.
associations and national partners, for change over the next four years.
national committees and national
level volunteers.
www.britishcanoeing.org.uk 17Action Plan 1
Increase Regular
Participation in Paddlesport
The sport has become much Where do we want
Introduction
more accessible and attractive,
to be by 2021
encouraging greater diversity
The number of people who
of participants. The patterns of and how will we
participate in some form of measure success?
participation and the motivations
paddlesport has been steadily
of paddlers have become
increasing over the last decade and KPI 1
more varied and we know
there are now around 1.5million
that new participants are now Increase in the number
adults (aged 16+) across the UK
more likely to be independent of regular participants
who participate at least once a year.6
of clubs than previously. as measured by Active
We know that around 196,000
adults paddle regularly in England.7 Lives by 2021
Deliberate actions are required
We also know that there is growth
to engage with independent KPI 2
potential as research tells us that
paddlers and encourage them Increase participation in 1 &
there are as many as 800,000
into more regular participation. 2 Star Awards (or equivalent)
people who are already active in
the outdoors and who have an annually from 2018
Clubs, centres and youth groups
interest in taking up canoeing.8
will also continue to play a vital
role in introducing new people to
The retail offer around canoeing
the sport and increasing regular
has changed dramatically in
participation. Maintaining these
the last few years, with new
existing networks is also very
participants taking up the sport
important if we are to achieve an
using sit-on top kayaks, stand up
increase in regular participation.
paddleboards and inflatables.
6
Watersports Participation Survey 2016- Arkenford
7
Active Lives 2015-16 – Sport England. www.sportengland.org/media/11498/active-lives-survey-yr-1-report.pdf
8
Getting Active Outdoors: additional data analysis for British Canoeing 2016. – KG Sport
18 British Canoeing Strategic Plan 2017 - 2021National actions to increase
regular participation (2017-2021)
Review and relaunch the Paddle Power 1.1
and Star Awards to attract and engage
new and existing paddlers and encourage
regular participation (by 2018)
Further develop Go Canoeing to
1.2 encourage the creation and promotion
of local and regular social paddling
groups around the country (from 2017)
Develop the British Canoeing website
and signpost to other sites, to make
1.3
it simpler for people to find out
how and where to get started and
where to paddle (from 2018)
Provide improved support and resources
1.4 to clubs and centres to support them in
offering regular introductory sessions
for new participants (from 2018)
Support clubs and centres to develop
links to schools/youth groups and to 1.5
develop junior sections and increase
junior participation (from 2018)
British Canoeing to enter into formal
1.6 partnerships with other national
organisations to deliver joint participation
programmes and to attract new
participants and increase participation
Develop and activate targeted promotions
to engage more young people, disabled 1.7 in paddlesports (from 2017)
people, females and black and ethnic
minority groups in paddlesport clubs and
participation programmes (from 2018)
www.britishcanoeing.org.uk 19Action Plan 2
Attract New Members to British
Canoeing and Improve Member
Engagement and Satisfaction
Canoeing. With 196,000 people Where do we want to be
Introduction
in England paddling each month,
by 2021 and how will
there appears to be potential for
Each national association
clubs and for British Canoeing we measure success?
(England, Scotland, Wales and
to attract new members.
Northern Ireland) manages its KPI 3
own membership programme.
Membership satisfaction levels Increase the number of
British Canoeing has responsibility
vary considerably, but there people in membership of
for the growth of membership
has been no regular member British Canoeing annually
in England. English membership
satisfaction survey to track this. and to 75,000 by 2021
numbers have remained very
This will be introduced from 2017.
static during the last five years.
KPI 4
There are around 33,000 individual Increase the levels of member
members of British Canoeing and engagement within the
a further 30,000 paddlers who are services provided by British
members of clubs, but who are Canoeing annually from 2018
not individual members of British
20 British Canoeing Strategic Plan 2017 - 2021National actions to attract new members
to British Canoeing and improve member
engagement and satisfaction (2017-2021)
Complete a review of membership
categories and benefits within
2.1
British Canoeing and introduce
changes (by 2018)
Improve the marketing of the
2.2 membership offer to club members
and independent paddlers, to increase
membership annually (from 2018)
Improve the membership benefits
to individuals and the levels of
2.3
member engagement (from 2018)
Establish an annual membership
2.4 satisfaction survey and use the
results to inform the improvement of
membership services (from 2017)
www.britishcanoeing.org.uk 21Action Plan 3
Create and Promote More
Opportunities for Exploration,
Adventure and Challenge
Creating and promoting more offers Where do we want to be
Introduction
to satisfy this growing demand is a
by 2021 and how will
real ambition within this strategy.9
We know that the motivations of we measure success?
paddlers are varied and that more
The Getting Active Outdoors
are interested in touring, exploring KPI 5
research also identifies that there
and challenge than competition. It
are large numbers of people who Increase the number of
is estimated that around 250,000
are seeking new experiences registered mass paddles (with
adults and young people will enjoy
in canoeing and kayaking and more than 100 participants)
touring in a canoe or kayak each
are interested in challenges, and develop three national
year and that over 80,000 will seek
exploration, fitness and nature. mass paddle events by 2021
challenge and adventure in white
water, surf or sea environments. KPI 6
Increase the number of
national challenges annually
to at least eight by 2021
9
A Participant Model for Paddlesport 2011 – further analysis 2015 – Fusion Research
22 British Canoeing Strategic Plan 2017 - 2021National actions to create and promote
more opportunities for exploration,
adventure and challenge (2017-2021)
Create and promote a calendar 3.1
of events, challenges, tours and
symposiums (from 2017)
Increase the number of registered
3.2 mass paddles (with more than 100
participants) and develop three national
mass paddle events (by 2021)
Develop and promote more multi-activity
paddlefest events, with a focus on
3.3
growing one national event (from 2018)
Increase the number of national
3.4 challenges annually to at least
eight by 2021 (from 2017)
Revise the distance touring
awards to develop a British 3.5
Canoeing Touring and Challenge
recognition scheme (from 2018)
www.britishcanoeing.org.uk 23Action Plan 4
Develop a Stronger Network
of Clubs and Centres
in the last four years. The number Where do we want to be
Introduction
of members within clubs has been
by 2021 and how will
stable for some time and during the
Canoe and kayak clubs, centres,
next four years clubs and centres we measure success?
youth groups, retailers and
will be supported to share thinking
hire providers do a great job in KPI 7
around their business planning
introducing thousands of people
and how best to understand the Increase the number of quality
to canoeing every year, as well
needs of their current and potential marked clubs and centres
as providing opportunities for
members and customers. in membership of British
existing paddlers to keep paddling
and enjoying their sport. There Canoeing annually from 2018
The opportunity also exists to
are around 40,000 members of
create much stronger links between KPI 8
clubs in England and this number
clubs, centres and youth groups
has been stable for some time. Improve the annual club
in local areas so that they work
satisfaction rating year
together more effectively to build
There is a strong club structure on year from 2018
pathways and create a varied
with around 400 clubs affiliated to
offer to the local community.
British Canoeing. Of these 153 have
achieved Club Mark accreditation,
a further 150 centres are Activity
Quality Mark providers and 63 are
accredited Paddle-Ability providers
24 British Canoeing Strategic Plan 2017 - 2021National actions to develop a stronger
network of clubs and centres (2017-2021)
Revise and promote new affiliation 4.1
categories for clubs, centres and other
delivery partners, including youth
groups and canoe hire (by 2018)
Develop and promote resources,
4.2 workshops and best practice examples
to support club development
planning (from 2018)
Actively encourage clubs, centres, youth
groups and retailers to work better
4.3
together to develop strong local networks
designed to increase participation and
engage new club members (from 2017)
Support clubs to deliver the Club Activity
4.4 Assistant endorsement programme,
other leadership and coaching awards
and revised Star Awards (from 2017)
www.britishcanoeing.org.uk 25Action Plan 5
Create More Places to
Paddle and Improve Facilities
In recent years, there has been Where do we want to be
Introduction
significant investment channelled
by 2021 and how will
to clubs by British Canoeing from
Having suitable and inspiring
the Sport England Community we measure success?
places to paddle is really important
Club Development Fund and
for the growth of the sport. This KPI 9
Capital Grants programmes which
involves not only improving the
has led to a range of successful Annually increase the number
physical access on waterways and
club and regional facilities and of registered canoe trails
time in swimming pools, but also
developments. Although this promoted on the British
developing new destinations and
funding source is changing, there Canoeing website to reach
trails, signposting existing places
will still be opportunities for a target of 150 by 2021
to paddle and developing great
community clubs to access public
competition venues. Much more
grants and British Canoeing will
can be done to better promote
continue to support clubs to take
the existing places to paddle, as
advantage of these opportunities.
well as working with key partners
to develop new places to paddle,
new canoe trails and destinations.
26 British Canoeing Strategic Plan 2017 - 2021National actions to create more places to
paddle and improve facilities (2017-2021)
Develop the partnerships 5.1
necessary to create national
canoeing destinations which
offer good access, social facilities,
trails and events (from 2017) Establish and promote a small
5.2 number of national canoe trails
that offer motivational challenges
to paddlers (from 2018)
Research, develop and widely
promote canoe trails which are spread
5.3
throughout the country (from 2017)
Significantly improve the British
5.4 Canoeing website with information
around places to paddle so that this
becomes one of the preferred sources of
Work in partnership with national and information for paddlers (from 2018)
local agencies to improve the accessibility 5.5
of access/egress points and in-water
facilities and promote them (from 2017)
Provide information to clubs and centres
5.6 about grants for facility developments
and create a support structure for those
making grant applications (from 2017)
Identify and continue to develop national
and international level facilities for all our 5.7
competition disciplines (from 2017)
www.britishcanoeing.org.uk 27Action Plan 6
Improve Access and Promote
Environmental Awareness
case or through new legislation Where do we want to be
Introduction
being enacted, British Canoeing
by 2021 and how will
will support the right of paddlers
The growth of canoeing and the
to use our inland waterways we measure success?
satisfaction of members relies
and promote opportunities for
on paddlers having sufficient KPI 10
everyone to canoe. This will
access to rivers and waterways.
mean some very positive actions Develop and promote new
will be taken by British Canoeing digital resources which
This is an area which has been
over the next four years. promote the public rights to
contested in recent times. British
rivers in England with 50%
Canoeing now believes that a
Added to this, British Canoeing of rivers included by 2021
very strong case has been made
will continue to encourage
to demonstrate that there is an
and promote the responsible and KPI 11
existing Public Right of Navigation
sustainable use of waterways by Annually improve the
(PRN) on all rivers which are
all river users including paddlers. awareness amongst members
physically capable of being
navigated. Until such time as the of environmental issues and
law is clarified either in a court best practice from 2018
28 British Canoeing Strategic Plan 2017 - 2021National actions to improve access and
promote environmental awareness (2017-2021)
Manage public affairs to more effectively 6.1
present the evidence of the existing
Public Right of Navigation on all
rivers which are physically capable
of being navigated (from 2017) Widely promote the existing places where
6.2 people routinely paddle with uncontested
shared access (ongoing from 2018)
Engage with a range of partners
to improve access to those rivers
6.3
and waterways where access is
not disputed and promote them as
places to paddle (from 2018) Take a fresh approach where there
6.4 is active disagreement about access,
review access arrangements and
develop shared use arrangements
where possible (from 2017)
Strengthen and support the waterways
volunteer service of regional and 6.5
local level advisors who can highlight
and engage with local access and
environmental issues (from 2017)
British Canoeing to update and
6.6 publish waterways and environment
policies and documents (by 2018)
Work with key partners such as Royal
Society for the Protection of Birds, 6.7
Canal and River Trust, Environment
Agency, Angling Trust and Wildlife Trusts
to produce and widely promote joint
guidance on environmental codes. This Widely promote the Check, Clean,
will be embedded within the coaching and 6.8 Dry initiative to prevent the spread
leadership schemes and widely promote of invasive species (from 2017)
to paddlers (from 2018)
www.britishcanoeing.org.uk 29Action Plan 7
Provide Excellent
Competitions
In recent years, this activity has Where do we want to be
Introduction
been separated from British
by 2021 and how will
Canoeing, but these developments
There are ten competition
are intended to be joined up we measure success?
disciplines organised within British
during the next few years.
Canoeing, including the Olympic KPI 12
and Paralympic disciplines of
British Canoeing successfully National competition discipline
sprint, slalom and paracanoe.
hosted a number of international committee plans produced and
events in the run up to and post published annually from 2018
This provides a wide range of
the London 2012 Olympic Games,
choice for participants and KPI 13
culminating in the ICF World
presents lots of opportunities to
Slalom Championships in 2015. A International Events Strategy
attract new people to the sport
new International Events Strategy approved in 2017, updated
by providing competitions for
is being created for the period annually and delivered to plan
all interests and ability levels.
to 2025 and will look to include
events in many of the recognised
The majority of these competitions
disciplines. The first international
in all disciplines are managed
event bid for is in 2019.
through the British Canoeing
discipline committees and each
committee is planning to develop
their competition frameworks
further over the next four years.
30 British Canoeing Strategic Plan 2017 - 2021National actions to provide
excellent competitions (2017-2021)
Each competition discipline committee 7.1
to produce and publish a four year plan
and annual plan, which will draw from
the British Canoeing competition review
completed in 2016 and the strategic plan
All parties to fully explore opportunities
for British Canoeing 2017-21 (from 2018) 7.2 for the competition disciplines to develop
online entry systems, with the ability
to draw from the British Canoeing
membership database (from 2018)
Establish and publish a coordinated
national calendar for competitions
7.3
which promotes opportunities and
helps to minimise clashes (from 2017)
Develop and launch comprehensive
7.4 training and development programmes
for technical officials at all levels within
all the disciplines and which also supports
the development of international
Create a comprehensive training and technical officials (from 2018)
development programme, which 7.5
seeks to support clubs and volunteer
competition organisers to deliver local
and regional events (from 2018)
Develop and deliver an International
7.6 Events Strategy for British
Canoeing (published in 2017
with delivery from 2019)
www.britishcanoeing.org.uk 31Action Plan 8
Improve Pathways to Performance
and International Success
success. It will be important to build Where do we want to be
Introduction
greater depth in canoe sprint in
by 2021 and how will
particular in the next four to eight
British Canoeing has achieved
years and to be more competitive we measure success?
significant international success at
internationally in more sprint
World and European level in many KPI 14
disciplines than in recent years.
disciplines in recent years and we
Achieve the minimum target
must plan for this to continue.
Talent development programmes of three Olympic medals
in Olympic and non-Olympic and three Paralympic
The Olympic and Paralympic
disciplines will continue to medals in Tokyo in 2020
programmes will receive UK Sport
be developed and delivered
funding over the next four years
within each of the national KPI 15
and this will be used at a national
associations, designed to nurture Consistently be in the top three
level for the development of these
and support talented performers nations in terms of medal
disciplines. There will continue to
and coaches and create the right success at World and European
be a focus on canoe slalom, canoe
links to those clubs investing Championships across all
sprint and paracanoe due to the
in talent development. classes and disciplines of
additional public investment they
receive and the raised profile for international competition
the whole sport which can come
with Olympic and Paralympic
32 British Canoeing Strategic Plan 2017 - 2021National actions to improve pathways
to performance and international
success (2017-2021)
Deliver the UK Sport funded Tokyo 8.1
strategy and achieve the medal
targets at the Tokyo Olympic and
Paralympic Games in 2020
Manage the team plans in each non-
8.2 Olympic discipline to achieve European
and World Championship success
with Great Britain becoming one of
the top three most successful nations
Develop and manage strategies designed
to continuously improve athlete and
8.3 across the disciplines (by 2021)
coach welfare, at all levels within
the talent pathway (from 2017)
Develop and manage effective talent
8.4 identification programmes around key
facilities and locations, which complement
the club environments (from 2017)
Establish and promote national,
regional and area training squads 8.5
within disciplines, according to
their individual four year plans and
resources available (from 2018)
Improve the sharing of best practice
8.6 between club, regional and British
Canoeing national and senior coaches,
creating stronger communities of coaches
in the competition disciplines (from 2017)
www.britishcanoeing.org.uk 33Action Plan 9
Develop Volunteers,
Coaches and Leaders
Over the last 10 years a strong Where do we want to be
Introduction
qualification framework has been
by 2021 and how will
delivered, but some aspects of this
Volunteers and coaches play vital
now needs review and this will be we measure success?
roles at every level and are critical
a priority over the next four years.
to the delivery of this strategy KPI 16
This will lead to some significant
and the growth of the sport.
changes being introduced to the All coaching and leadership
coaching qualifications programme. awards revised and
It is estimated that around 6,000
volunteers are active in supporting relaunched by 2021
Course delivery and coach updates
clubs, centres and the regional
and national committees within
will continue to be delivered in KPI 17
traditional ways, but in addition Improve the coach and
the sport. It will be important to
new e-learning platforms will be coach educator satisfaction
continually recruit new volunteers,
introduced and there will be a rating annually from 2018
to support their development, to
greater focus on coach updates,
plan for succession and to create
mentoring and peer learning.
clarity in roles and responsibilities.
In addition, to encourage and
support greater diversity.
Canoeing also has a very
committed workforce of coaches,
leaders and coach educators.
34 British Canoeing Strategic Plan 2017 - 2021National actions to develop volunteers,
coaches and leaders (2017-2021)
Complete the review of coaching, 9.1
leadership and safety awards to ensure
best content and delivery and ensure
qualifications are relevant, high quality
and accessible (first awards reviewed Review the model of coach education
in 2017, all completed by 2021) 9.2 delivery to ensure it best supports coach
educators and provides best economic
value for British Canoeing (by 2018)
Improve the training and support to
national trainers and coach educators
9.3
to ensure consistent standards and
excellent delivery (from 2017)
Explore the development of a new
9.4 e-learning platform to support the
delivery of blended and flexible
learning opportunities (by 2018)
Review and develop CPD modules
to enhance coaching and leadership 9.5
skills and support club and
centre delivery (from 2017)
Establish and promote a resource
9.6 bank of best practice to support all
aspects of volunteering (from 2017)
Promote and encourage suitable
recognition for volunteers at local, 9.7
regional and national levels (from 2017)
Establish a volunteer recruitment
9.8 and development programme
for local, regional and national
level volunteers (from 2018)
www.britishcanoeing.org.uk 35Action Plan 10
Strengthen Governance and Financial
Sustainability within the Sport
British Canoeing has the Advanced Where do we want to be
Introduction
Standard for Safeguarding Children
by 2021 and how will
in Sport and the Intermediate
Good governance - planning,
Equality Standard for Sport and we measure success?
structure, appointments, decision
will be working to embed these
making, clarity of roles, risk
in the practices of the sport at all KPI 18
management - is essential at every
levels. More support is required To comply with the UK Code
level, including club, regional and
at club level in these areas. of Sports Governance and
national, if the sport is to operate
effectively. The new UK Code of annually retain a “green”
British Canoeing is perhaps too rating for governance from
Sports Governance sets out a very
reliant on public funding to deliver UK Sport and Sport England
clear framework of standards
its core programmes and is seeking
for national governing bodies.
to increase the percentage of non- KPI 19
grant income into the organisation
British Canoeing has undergone To annually increase the
over the next four years. This is
a period of positive change at percentage of income into
likely to involve making changes to
national level and currently British Canoeing from non-
increase income from membership,
complies with many of the public grant sources from 2018
coaching and qualifications and
requirements of the new code
from commercial activity.
and will be working towards
the remaining standards in the
next two years. This will include
work to review the national
committee structure and the
terms of reference within all
of the national committees.
36 British Canoeing Strategic Plan 2017 - 2021National actions to strengthen
governance and financial sustainability
within the sport (2017-2021)
Develop and publish the Strategic Plan 10.1
for British Canoeing 2017-2021 and
report progress annually (from 2017)
Review the Gap Analysis for British
10.2 Canoeing against the UK Code of
Sports Governance, deliver and
action plan against this within each
year and be fully compliant with the
Review and revise as required all code by March 2021 (from 2017)
major policies and procedures
10.3
within British Canoeing (by 2019)
Review and revise appropriately the
10.4 national and regional committees
structure with British Canoeing, including
the Terms of Reference for all committees
to clarify areas such as purpose, delegated
powers, accountability and appointment
Establish service level agreements with
all national partners involved in the 10.5 of committee members (by 2019)
delivery of the strategic plan for British
Canoeing 2017-2021 (from 2017)
Diversify income streams with a greater
10.6 percentage of income to come from
non-public funding sources (from 2017)
www.britishcanoeing.org.uk 37Action Plan 11
Improve the Profile of
Paddlesport and Communications
throughout the Sport
It is also important that we improve Where do we want to be
Introduction
the internal communications
by 2021 and how will
between clubs and centres,
The profile and image of canoeing
committees and staff. There is a we measure success?
and kayaking is key to future
lot in place with websites, digital
participation and commercial KPI 20
newsletters and social media
growth. Progress can be made in
channels all working well. There To improve key volunteer
this area over the next four years.
are opportunities to improve and and member satisfaction
The Olympic and Paralympic Games
target national communications levels about the promotion
do provide a great shop window
more effectively, to develop of the sport and internal
for the sport every four years, but
more positive engagement with communications
more opportunities must be taken
members and clubs and to develop annually from 2017
to promote the breadth of activity
efficient online processes for
within the sport through the
administration within the sport.
many existing media channels.
It will be important to increase
the TV and streaming coverage
of the sport during the next four
years with more coverage of
events, but also to create more
magazine features about the sport.
38 British Canoeing Strategic Plan 2017 - 2021National actions to improve the profile
of paddlesport and communications
throughout the sport (2017-2021)
Further develop the British 11.1
Canoeing website to provide more
information, news, features, advice
and templates to members, non-
members and clubs (from 2017)
All parties fully explore proposals to
11.2 consolidate all competition websites
within an improved and redeveloped
British Canoeing site (from 2017)
Improve the media profile of the
whole sport through a series of
11.3
campaigns and a more developed
PR programme (from 2017)
Improve communications to members
11.4 via social media, website and
newsletters which are more targeted
and based on individual shared interests
and preferences (from 2017)
Improve communication to clubs and
centres through the development of the 11.5
database; with more contacts, use of
social media, website and club mailings
and which are more targeted to club
interests and preferences (from 2017) Host a national conference each year to
11.6 celebrate success and provide case study
examples of development (from 2017)
www.britishcanoeing.org.uk 39Appendix 1
Recommendations for Action
within Local Areas and Regions
This strategy is designed to guide and local delivery. They should not It is proposed that the actions are
the work of all those who make up be interpreted as requirements, but carried out by regional development
British Canoeing and encourage rather as suggestions which have been teams. This is a general term used
coordinated actions at national, generated through consultation with to reflect any regional or local
regional and club levels. those most closely involved in regional grouping of paid and volunteer teams
delivery. They are intended to provide who come together to strengthen
These actions are presented as a starting point for the planning and the planning and delivery of the
recommendations, which could discussions at regional and local levels sport across a geographical area.
be delivered at a regional level by for partners who wish to play their full
paid staff and volunteers working part in the delivery of this strategy.
together to strengthen the regional
40 British Canoeing Strategic Plan 2017 - 2021Recommendations for action within
local areas and regions to support
the delivery of the strategic plan
for British Canoeing (2017-2021)
Increasing participation, increasing
and retaining membership
Ensure strong promotion of information for R1
individuals and families to find out about
local providers, activities and membership
Strengthen relationships between local
R2 youth groups, watersports centres and
paddlesport retailers to encourage them
to provide informed advice to participants
Actively support Go Canoeing and R3 about local clubs and activities
National Go Canoeing Week to help
promote participation, membership
and engagement in clubs and centres
Club development, good
governance and club facilities
Develop and deliver four year and
R4 annual plans in line with the strategic
plan for British Canoeing 2017-2021
Review the terms of reference and
operating procedures of regional
R5
development teams and other local
committees to comply with the governance
requirements of British Canoeing Support facilities of regional significance,
R6 with capital investment planning
requests and developments
Support the delivery of regional R7
club workshops and forums to share
best practice and resources
Support work around improving access
R8 including actively engaging to review
access arrangements and develop shared
use arrangements where possible
Support the promotion of awareness R9
and guidance on the environmental code
and encourage clubs to become involved
in waterways environmental projects
www.britishcanoeing.org.uk 41Promoting competition
and events
Work with discipline representatives and R10
British Canoeing staff to promote and
facilitate an agreed regional programme
of festivals, events and competitions Promote a volunteer training
R11 and development programme
which supports competition
and event organisers to deliver
regional and local events
Promoting and developing
volunteers, coaches and leaders
Coordinate the delivery of coaching R12
and leadership CPD programmes
as part of a national strategy
Encourage and support the
R13 nomination and recognition of
regional and local volunteers
Improving communications
Provide and promote online and digital R14
content which improves communication
with individual members, clubs, centres,
retail and hire centres and local media
42 British Canoeing Strategic Plan 2017 - 2021You can also read
