LEADING A SOCCER NATION - STRATEGIC PLAN 2014-2018 - Canada Soccer
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LEADING
A SOCCER NATION
CANADIAN SOCCER ASSOCIATION
STRATEGIC PLAN
2014-2018
WRITING THE NEXT CHAPTER – TOGETHER FINDING OUR FOCUS
There has never been a more exciting time for The Canadian Soccer Association needs to: Canadian soccer is growing up. Our financial decisions should be based on
those of us involved in Canadian soccer. answers to simple questions: Will this program
1. Invest in TECHNICAL LEADERSHIP by When we hosted the FIFA U-20 World Cup in
With 850,000 registered players, soccer is bring us closer to our goal? Will this initiative
supporting our players, coaches and officials 2007, the goal was to prove that Canada could
– by far – the most popular team sport in help Canada become a leading soccer nation?
at all levels of the sport. stage a truly world-class soccer event. That
this country. Globally, Canada ranks in the If the answer is “no”, then it is time to rethink
2. Ensure CONSISTENT, WORLD-CLASS competition attracted huge television audiences
top ten for participation. Canadian Men’s and its relevance, no matter how long it has
PERFORMANCES by our National Teams. and a paid attendance of close to 1.2 million
Women’s National Teams have captured an been around.
— a single-sport record for Canada, and a
Olympic medal and multiple CONCACAF 3. ENCOURAGE and oversee the GROWTH U-20 attendance record for FIFA. In the grand Our focus must remain fixed on the key
titles. Of the 209 FIFA Member Associations, OF THE GAME in our country. scheme of things, the quality of the tournament priorities that emerged from our consultations
Canada ranks in the top 5% in qualifying for 4. GOVERN the game in Canada itself out paced Canada’s performance on with Canadians and that are outlined in this
FIFA World Cup competitions. PROFESSIONALLY in collaboration with the pitch. plan: technical leadership, National Team
Our sport has never been stronger, with a our partners. performance, and growing and governing the
But expectations have changed considerably in
record number of participants, unprecedented game of soccer in Canada.
The 2014-18 Strategic Plan is based on ideas just a few short years. When Canada welcomes
corporate support, and dedicated leaders gathered from coast to coast. It will help us the top female soccer players from around the Canada is poised to advance beyond its
working together at all levels, from community build towards becoming a leading soccer nation globe to the FIFA Women’s World Cup Canada reputation as a top host of international events
clubs, through the Provincial and Territorial and provides the road map to help get us there. 2015™ and FIFA U-20 Women’s World Cup and a leader in women’s soccer to achieve
Associations, to the national governing body. It is a product of the passion that pervades the Canada 2014, our teams will be expected consistent, top-tier performances at every level
The Canadian Soccer Association’s 2014-18 Canadian soccer community… the passion that to perform. and in every aspect of the beautiful game.
Strategic Plan – titled LEADING a Soccer will assure our success moving forward. This is due, in part, to the breakthrough success
Nation – reflects that excitement. This is a plan While the road ahead is clear, we can expect of the Canadian Women’s National Team at the
with a difference. In fact, it represents a first some bumps along the way. Our diverse London 2012 Olympics. But it’s also a sign that
for our organization. Traditionally, the Canadian community will not always agree on every soccer in Canada is maturing, and an indication
Soccer Association’s strategic plans have been priority. Ultimately, we all have the same goal: of its increasing relevance as the largest
internal documents. While it made sense during participation sport in Canada.
a previous era, the landscape has now changed, To be able to stand proud with our fellow Peter Montopoli
Canadians as we build towards becoming a The Canadian Soccer Association has spent the General Secretary
along with our collective outlook on soccer in
leading soccer nation, one that consistently last several years growing the game, establishing Canadian Soccer Association
Canada.
qualifies for and successfully competes in every our expertise in hosting international events,
For the first time, we have reached out to the single FIFA competition, with the pinnacle putting our financial house in order, revamping
Canadian soccer community, looking for ideas event that is the FIFA World Cup. the governance structure, and building the
and guidance on where we need to take the Canada Soccer brand. With that solid foundation
beautiful game in our country. in place, it’s now time to focus on technical
Canadians responded by the thousands – fans, excellence as we build towards becoming a
players, parents, coaches, officials, administrators, leading soccer nation.
sponsors, vendors and media. This is what
we heard.
Victor Montagliani
President
Canadian Soccer Association
INVEST
IN
GOVERN
THE GAME IN CANADA
TECHNICAL PROFESSIONALLY
LEADERSHIP IN COLLABORATION
BY SUPPPORTING WITH OUR PARTNERS
OUR PLAYERS, Successfully hosting global
COACHES AND competitions will elevate the
profile of soccer in our country.
OFFICIALS AT This will assist the Canadian Soccer
Association in its quest for the
ALL LEVELS development of new commercial
partnerships and in furthering
OF THE SPORT our brand both on and off the
field. To maximize this impact, we
must work more closely with our
Increasing the technical ability
provincial and territorial partners
of our players starts at the
to provide seamless operations
grassroots level.
across the country.
ENSURE
CONSISTENT,
ENCOURAGE AND OVERSEE THE
WORLD-CLASS
PERFORMANCES
GROWTH
OF THE GAME
BY OUR IN OUR COUNTRY
NATIONAL TEAMS The success of our National
Teams has a direct and tangible
A reliable stream of high caliber
impact on the overall popularity
players and qualified coaches is one of
of the game, as young players
the essential building blocks for any
gain inspiration from National
soccer nation that wishes to compete
Team role models competing in
successfully at the international level.
global competitions.
But we must build an environment in
which we can hold these players and
coaches to a higher standard
of performance.
INVEST IN TECHNICAL LEADERSHIP
BY SUPPORTING OUR PLAYERS, COACHES AND OFFICIALS
AT ALL LEVELS OF THE SPORT.
Increasing the technical ability of our Canadian soccer, LTPD is the on-ramp 1.4 Update the coaching curriculum OFFICIALS AND ADMINISTRATORS
players starts at the grassroots level. that will get our top players there. for National A and B licenses to reflect Our sport needs more than just
1.2 Fully implement a National a renewed focus on high performance. strong players and coaches: we
PLAYERS
Player Development Pathway that 1.5 Increase the enrolment, national must fully develop our officials and
The Canadian Soccer Association coordinates the identification and representation, diversity, and number administrators who support the game.
will continue to ensure that our development of elite players through of successful graduates of our National It is important to continually invest
well-established Long-Term Player professional clubs, training centres and A and B licensing program. in the people who make the game
Development (LTPD) model will a scouting network in order to provide happen.
All of our coaches from East to West,
remain player-centric and focused a continual pipeline for all National and from grassroots to elite level 1.7 Recruit and develop more match
on small-sided games designed to Teams. must work from the same game plan. officials starting at younger levels
improve technical ability, maximize
COACHES A consistent approach to technical and mandate minimum continuing
enjoyment, and encourage lifelong
In order to develop elite athletes, we development will provide a seamless education standards in a supportive
participation regardless of age, gender,
need elite coaches. Building towards and standard set of programs, ensuring environment.
or ability.
a leading soccer nation means that that our players have a smooth and 1.8 Support competency-
1.1 Ensure that grassroots youth consistent progression of skill and
players at all ages and levels must based recruitment, selection and
programming (e.g., LTPD) is fully performance regardless of where they
be supported with proven technical development of soccer administrators,
embraced and universally adopted by are from.
programs that are implemented by technical, volunteer, and support staff.
all youth clubs from coast to coast.
knowledgeable coaches. 1.6 Design and publish a national
Our LTPD program needs to be training curriculum with a universal
1.3 Mandate minimum standards of
linked to the creation of a National vocabulary and a developmental
age-appropriate coaching certification
Player Development Pathway. If the methodology that streamlines
for all levels through a rigorous and
National Player Development Pathway technical progression with an
high-quality qualification and testing
represents the “superhighway” of adaptable and consistent style of play.
curriculum – one that is both affordable
and available across the country.
ENSURE
CONSISTENT, WORLD-CLASS PERFORMANCES
BY OUR NATIONAL TEAMS
A reliable stream of high caliber high-performance youth players and In order to play at the highest level 2.4 Maximize investment in indoor
players and qualified coaches is one national/professional team selection. possible, facilities must be world-class. and outdoor facilities from both
of the essential building blocks for any In order to improve, our National This challenge is more pronounced private and public sources while
soccer nation that wishes to compete Teams must compete against the in a country whose climate and coordinating with local governments
successfully at the international level. best and more often. Increasing the geography present both challenges and ensuring meaningful technical
number of playing opportunities for and opportunities. input.
But we must build an environment in
which we can hold these players and our elite players at home is one way
coaches to a higher standard to boost the performance of Canada’s
of performance. National Teams.
2.2 Seek out increased opportunities
Our National Team coaches do not for National Team games versus high
have the benefit of selecting players quality opponents.
who regularly compete in an elite-
level domestic league. The world’s The majority of amateur soccer
top national teams draw from their leagues in this country do not have
domestic leagues. The development minimum requirements related
of a home-grown system in which to coaching certification, training
our best players can compete is of curriculum, or player development.
paramount importance. 2.3 Mandate that all competitive and
2.1 Support the development of high performance leagues in Canada
elite-level, semi-professional regional be standards-based at the appropriate
leagues that provide a bridge between level.
ENCOURAGE AND OVERSEE THE
GROWTH OF THE GAME
IN OUR COUNTRY
The success of our National Teams work with our partners, including the 3.3 Secure the legacies in new stadium
has a direct and tangible impact on federal and provincial governments, construction and upgrades invested by
the overall popularity of the game, as on a national infrastructure strategy to each of the official host cities.
young players gain inspiration from support the grassroots development While our international prominence
National Team role models competing of the game. This will also allow us in the women’s game has made
to extend the impact of the FIFA significant inroads in the last several
in global competitions.
U-20 World Cup Canada 2007 and years, our men’s program needs
Greater interest in grassroots soccer to sustain the legacy of the FIFA further investment and commitment
means increased membership, Women’s World Cup Canada 2015™ so that we reach new heights in the
engaged supporters, celebrated and the FIFA U-20 Women’s World global game. Hosting one of the
coaches, more skilled players coming Cup Canada 2014. most prestigious sporting events in
through the system for National Team 3.2 Successfully host two women’s the world will act as a catalyst for the
selection, and ultimately, Canada as a competitions in 2014 and 2015, with growth of soccer in our country.
true soccer nation. matches in cities from coast-to-coast 3.4 Successfully prepare and submit a
3.1 Maintain our position as the with new attendance and TV- bid to host the 2026 FIFA World Cup.
number one participation sport in viewership records.
Canada while devoting appropriate Long after the FIFA Women’s World
resources to ensuring a higher Cup 2015™ has concluded, soccer
participation rate from females, players, coaches, officials and clubs will
aboriginal people, athletes with a continue to enjoy the expanded and
disability and ethnic minorities. upgraded training facilities prepared
Over the next four years, the for the competition.
Canadian Soccer Association will
GOVERN
THE GAME IN CANADA
financially from economies of scale
when negotiating for nation-wide
programs and services.
strengthen relationships with all
stakeholders.
4.8 Solidify relationships with media
4.4 Build a national database of (e.g., television, radio, print, online) in
PROFESSIONALLY registered players, coaches, referees
and administrators with a unique
order to increase exposure of national
and professional teams and their
IN COLLABORATION WITH ID card that is fully integrated with
provincial/territorial organizations,
players.
The Canadian Soccer Association
OUR PARTNERS districts and clubs. This will ensure will continue to grow the commercial
seamless communication, brand- enterprise of soccer in this country
Successfully hosting global competitions provincial/territorial levels of the building, and relationship management
will elevate the profile of soccer in our Association. This will allow us to responsibly while managing risk
with sponsors and partners. effectively.
country. This will assist the Canadian coordinate our operations more
seamlessly across the country and The Canadian Soccer Association 4.9 Actively engage in business
Soccer Association in its quest for must also engage in new commercial
the development of new commercial take advantage of opportunities development through marketing
while collaborating on the delivery of partnerships while continuing to grow partnerships and the procurement of
partnerships and in furthering our and extend the value of its current
programs and services. new and existing corporate sponsors
brand both on and off the field. To brand.
4.2 Lead a process that mandates and partnership agreements.
maximize this impact, we must work
the development of strategic priorities 4.5 Strengthen our relationships 4.10 Seek out alternative revenue
more closely with our provincial and with and increase our presence within
at the provincial/territorial levels streams through licensing and CRM
territorial partners to provide seamless CONCACAF and FIFA.
of the Association which are in (customer relationship management)
operations across the country.
alignment with the Canadian Soccer 4.6 Work closely with the federal programs in order to ensure revenue
We will continue with the governance Association’s current strategic plan. government as well as other funding diversification and long-term
reform that was implemented in 2012. 4.3 Continually revisit and refine organizations to seek out commercial commercial viability.
With greater clarity around respective national policies and by-laws to achieve partnering opportunities. 4.11 Assess and prioritize items within
board and staff responsibilities, greater accountability and transparency The Canadian Soccer Association a risk management framework so
we will remain true to the core in our structures and processes. will continue to enhance its that we can commit to service new
values of purpose, transparency and communications and its use of relationships and build organizational
It is important that the Canadian
accountability that are crucial to technological tools to further build capacity without endangering the long-
Soccer Association provides a
leading-edge governance. relationships. term viability of the Association.
seamless structure that harmonizes
4.1 Lead a process that mandates operations between the national 4.7 Maximize use of social media
the alignment of the governance and provincial/territorial levels of tools and communication vehicles
structures at the national and the Association. We can all benefit to help promote programs andCANADA
SOCCER
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