OUR STRATEGIC PLAN - Cycling New Zealand
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OUR STRATEGIC PLAN 2021 – 2028
A WORD
FROM OUR CHAIR
Tēnā koutou katoa, To support the development of cycling PERFORMING: Achieving inspirational
we engaged all sectors and partners performances from High Performance
to understand their views, needs and programmes that deliver success on
As New Zealanders, we are vision for cycling. What became clear the world stage.
proud of our country's vast from that feedback, was that at our
cycling history and heritage. core we share a common purpose PARTNERING: Working together with
We have an immense for unlocking people potential, and a partners, both core and in the wider
ecosystem that reaches all vision of a thriving community across ecosystem, to achieve outcomes.
the sport of cycling. Achieving the
parts of our country. Looking
potential this offers needs to be a PROVIDING: Providing a platform that
forward, we see an even team effort and will require all of us to enables participation and competitive
greater potential for cycling in play our part. racing through high quality events.
our country, and to deliver on
that we seek alignment across The opportunity for Cycling New SUPPORTING: Ensuring clear pathways
our community to help grow Zealand to play our role covers four exist within our sport to support
broad strategic focus areas: athletes, coaches and communities.
cycling in New Zealand.
We encourage you all - athletes,
coaches, schools, clubs, volunteers,
parents, and fans to embrace this
purpose and to play your part in
bringing it to life. Our promise to you
is that we will play ours. Let's go!
Ngā mihi,
Tony Mitchell
STRATEGIC PLAN 2021-2028 INTRODUCTION / 2
CYCLING NEW ZEALAND
FOREWORD
FROM OUR CEO
Kia ora koutou, Over many months of internal and Guided by our Purpose, Vision and
external consultations we realised that Values, I am very much encouraged
we can best serve our broader cycling by what the future holds for our sport
As a national sport organisation community by focussing our collective in Aotearoa. Should we all make the
we considered where we could energies on all that is the sport of conscious decision to harness the
have the most impact before cycling. With a clearer mandate, potential that all of us have in posing
charting the course that would we can now bolster the ecosystem positive actions every day that will
lead to growing a thriving we belong to through enhancing progress our sport, we will then truly
our High Performance programmes possess a thriving community that
community across the sport
and pathways, reinforcing our embraces all our sport's diversities.
of cycling. partnerships, boosting our quality That is an exciting thought.
experiences and strengthening our
organisational capabilities. Let’s get out there and ride with
purpose!
As we roll out our Strategic Plan that
will guide us over the next few years, Ngā mihi,
we must recognise that to become a Jacques Landry
thriving community across the sport
of cycling, we must continuously live
and breathe our values in a way that
will unlock our collective potential.
STRATEGIC PLAN 2021-2028 FOREWORD / 3
CYCLING NEW ZEALAND
OUR JOURNEY
OVER
300
consultations
In September 2019 the Senior Over the following months, with
Leadership and Board Members significant member consultations
across our vast ecosystem, we landed
met to start mapping the route on our purpose.
that would guide us down the
18
road to 2028. From finding our purpose, we
continued down the trail mapping the
MONTHS
course that would guide us on our
journey to collectively build a thriving
community across the sport of
cycling, leveraging our ability to unlock
people potential.
of planning
Work with
2 TOP
industry
consultants
STRATEGIC PLAN 2021-2028 OUR JOURNEY / 4
CYCLING NEW ZEALANDOUR PURPOSE
What motivates us to get
on our bikes every day.
OUR VISION
What we intend to accomplish.
OUR VALUES
What keeps us grounded.
WHY WE DO WHAT
WE DO, TO GET US WHERE
WE WANT TO GO
STRATEGIC PLAN 2021-2028 OUR PURPOSE, OUR VISION, OUR VALUES / 5
CYCLING NEW ZEALANDOUR PURPOSE
At the heart of our purpose is seeing We see potential in all ages and all
the value in people for who they are people, all stages of the sport and in
today and who they could become all forms of cycling.
tomorrow.
We see people potential in every
Our view is that to unlock aspect that our sport provides;
from growing capability in the club
people potential we must structure, mechanics preparing race
always focus on the way we bikes, coaches working with teams,
inspire through Performances, commissaires overseeing race
Partner with others in conduct, athletes performing on the
our ecosystem, Provide world stage, to delivering events that
support riders and officials to reach
opportunities to grow and
their full potential.
Support through ensuring that
strong systems are in place.
UNLOCKING PEOPLE
POTENTIAL
STRATEGIC PLAN 2021-2028 OUR PURPOSE / 6
CYCLING NEW ZEALANDOUR VISION
Our vision is to create and
sustain a thriving community
across the sport of cycling.
We will champion and own this
vision for the benefit of all in
our cycling community.
Through our leadership we will
drive alignment to ensure that our
collective actions and behaviors are
underpinned by our capacity to remain
honest, respectful and collaborative.
It is through these actions that we will
all play our part in building a thriving
community across the sport of
A THRIVING
cycling.
COMMUNITY ACROSS
THE SPORT OF CYCLING
STRATEGIC PLAN 2021-2028 OUR VISION / 7
CYCLING NEW ZEALANDOUR VALUES
INTEGRITY
We are honest and
transparent in all we do,
we are uncompromising
in our commitment to
strong moral and ethical
principles
COLLABORATION RESPECT
We connect to achieve We celebrate our
our purpose, we build community, we lead
trust in our through our actions
relationships
INNOVATION
EXCELLENCE We constantly look at
We aim high in everything how we work smarter
we do, striving to be and more efficiently –
better in all we do seeking improvement
in all we do
STRATEGIC PLAN 2021-2028 OUR VISION / 8
CYCLING NEW ZEALANDOUR STRATEGIC
2021-28 PRIORITIES PERFORMING PARTNERING PROVIDING SUPPORTING
Just as we will always be driven
to unlock people potential
through the strategic pillars HIGH PERFORMANCE Programmes and pathways
of Performing, Partnering,
Providing and Supporting.
Throughout 2021-28, we intend
to reinforce our strategic pillars PARTNERING across our ecosystem
by focusing our energy on these
priorities.
QUALITY EXPERIENCES through direct delivery and guidance
ORGANISATIONAL CAPABILITY – Resources and expertise for all codes
STRATEGIC PLAN 2021-2028 OUR STRATEGIC PRIORITIES / 9
CYCLING NEW ZEALANDHIGH PERFORMANCE PROGRAMMES & PATHWAYS
UNLOCKING PEOPLE POTENTIAL THROUGH THEIR
CHOSEN CYCLING CODE
Our role is to provide clear We want to continue to build High
Performance programmes that deliver
People
High Performance Programmes
on the world stage as well as ensuring
and Performance Pathways clear pathways exist within the sport
that enable people to unlock to support athletes, clubs, coaches
their potential through their and commissaires.
chosen cycling code.
For New Zealand to systematically Systems
and regularly gain international medal
success across all cycling codes
we need to change and adapt how
our High Performance and Pathway
programmes are brought to life. We
will do so by focusing on...
Resources
Events
STRATEGIC PLAN 2021-2028 HIGH PERFORMANCE PROGRAMMES & PATHWAYS / 10
CYCLING NEW ZEALANDHIGH PERFORMANCE PROGRAMMES & PATHWAYS
People Systems
• Design and implement support strategy • Enhance knowledge of events
• Create system wide IPP implementation • Develop and implement athlete, coach and
• Provide role clarity and alignment commissaire pathways
Outcomes
• Value athlete experiences • Optimise planning through shared tools, well
communicated and understood edals per Olympics/
M
Paralympics and
International competitions
rowth in Commissaires
G
and coach numbers
thletes, feel engaged
A
and supported
ycling New Zealand
C
Events Resources seen as a strong
•D
etermine a framework targeting at •Build stronger equipment provision partnerships and inclusive sport
Olympic and Paralympic events • Align and recognise sponsors
•C
ollaborate with all of our funding partners •Update facilities strategy based on growing
•E
ffective knowledge sharing across the sport
departments • Provide a safe world class environment
STRATEGIC PLAN 2021-2028 HIGH PERFORMANCE PROGRAMMES & PATHWAYS / 11
CYCLING NEW ZEALANDWHAT HIGH PERFORMANCE PROGRAMMES & PATHWAYS
MEANS TO ME AS…
An Athlete A Coach A Funding Partner A Sponsor or
I’m
competing and training in My time and commitment is I see myself as a true and critical Commercial Partner
a safer environment. valued, and I feel supported to performance partner. I am receiving great visibility
I know what is expected of me. achieve my potential. I am confident in the degree of for my brand through numerous
I know where I fit in the athlete I feel I am part of a team rallied investment into cycling. Cycling New Zealand activities.
pathway and how I can progress. around one purpose. I am confident of what Cycling I feel like Cycling New Zealand's
I am provided with the support I know what my athletes expect New Zealand is accomplishing success is my success and vice
needed to perform to the best from me. to serve the greater good of a versa.
of my abilities. I am working in an organisation increasing physical literacy in I am proud to be part of an
that really cares about people and New Zealand. ecosystem that cares about
my wellbeing. their people.
I feel a sense of pride being
associated with a successful
A cycling sport ethos.
Commissaire? A Cycling New Zealand
I am aware of the development Employee
opportunities available to me. I am proud to see New Zealanders
I am provided the support and succeeding on the world stage.
resources to continue to grow. I make a difference.
I am working in a sport that I feel part of one team rallied
really cares about people and my around one purpose.
wellbeing.
STRATEGIC PLAN 2021-2028 HIGH PERFORMANCE PROGRAMMES & PATHWAYS / 12
CYCLING NEW ZEALANDPARTNERING
COLLABORATION & RESPECT
ACROSS OUR ECOSYSTEM
Partners across our Promoting
ecosystem respect and value
each other’s roles, choosing
to collaborate and add value
to the sport of cycling.
We strive to achieve optimal Engagement
symbiosis within the partner
ecosystem which will be
achieved by…
Supporting
Understanding
STRATEGIC PLAN 2021-2028 PARTNERING / 13
CYCLING NEW ZEALANDPARTNERING
Promoting Engagement
• Telling our collective story • Building strong relationships
•E ffectively communicating what we do • Implementing and maintaining a partner
and how we do it engagement plan
• Creating communication plans that consider
all who are in ecosystem Outcomes
Measured increase in
earned media
hared satisfaction
S
among Member
Organisations
Members
feel engaged
Supporting Understanding and valued
•U
nderstanding and agreeing on effective • Increasing dialogue and contact with all ommitted partners
C
support resources and mechanisms • Identifying shared and individual needs and sponsors
•C
ollaborating on collective outcomes through
formalised partner agreement
STRATEGIC PLAN 2021-2028 PARTNERING / 14
CYCLING NEW ZEALANDWHAT PARTNERING
MEANS TO ME AS…
A Member Organisation, Club Cycling New Zealand
A A Funding Partner A Sponsor or
or an Individual Member Employee I value each exchange with Cycling Commercial Partner
O ur activities and experiences I am working in an organisation New Zealand and their members. I am happy to be an active partner
are able to be shared with a that communicates effectively to I challenge Cycling New Zealand in the cycling sport journey.
broader audience. keep every actor in the loop. to continually improve and I I feel like I am part of the collective
T hrough partner agreements I am part of a team that prioritises welcome the same from Cycling cycling story.
we strive for the same collective engagement with the whole New Zealand. I am honoured to be associated
outcomes. cycling ecosystem. with an organisation that gives
I believe we have a member growth opportunities to its people.
structure that caters for all those
who connect, support, participate
or compete in the sport of cycling
in New Zealand.
STRATEGIC PLAN 2021-2028 PARTNERING / 15
CYCLING NEW ZEALANDQUALITY EXPERIENCES
ATTRACTING & RETAINING MORE
PEOPLE IN THE SPORT OF CYCLING
High quality experiences are Quality experiences include safe, fair,
appropriate, accessible and enjoyable
Capability
essential to keep people in the
events, increased capability in the
sport and to attract new people sport, member structures that cater
to cycling. These experiences for all those who connect, support,
can be delivered directly by participate or compete in the sport
Cycling New Zealand or through of cycling in New Zealand. Visible
partnership agreements with and supported pathways for riders, Events
coaches and officials also ensure
our Member Organisations,
quality experiences.
through our clubs, or other
external providers. By delivering high quality experiences,
we will retain more people in our sport,
we will provide value and recognition
and we will attract more people; Systems
therefore bringing more visibility to
cycling.
For people to have high quality
experiences in the sport of cycling,
our focus will turn to...
Resources
STRATEGIC PLAN 2021-2028 QUALITY EXPERIENCES / 16
CYCLING NEW ZEALANDQUALITY EXPERIENCES
Capability Events
• Unlocking the potential in coaches and officials • Ensuring the delivery of safe and fair events
•S upporting the cycling ecosystem to move • Creating a targeted hosting framework
forward safely • Creation of a nationwide coordinated calendar Outcomes
•R aising awareness and the understanding of • Recognising certified events
what makes a great event easured increase in
M
participation across all
national events
rowth in multimedia
G
exposure
rowth in event
G
certification rates
Systems Resources easured yearly
M
• Making available readily accessible resources increase in membership
• Building a sustainable club and Centre ecosystem
for clubs, coaches and officials across all codes
•C reating a fit for purpose membership
structure and system • Streamlining functional communication channels
•S upporting a comprehensive development plan • Providing connections to internal and external
for coaches and commissaires providers
STRATEGIC PLAN 2021-2028 QUALITY EXPERIENCES / 17
CYCLING NEW ZEALANDWHAT QUALITY EXPERIENCES
MEAN TO ME AS…
An Athlete A Coach A
Commissaire A Cycling New Zealand
I 'm competing in a safer and fairer I know that events in which my I am aware of the development Employee
environment. athletes are entered are well run. opportunities available to me. I am involved in an organisation
I have increased national and I know my club, centre and I am truly recognised for the work that values the delivery of safe
international racing opportunities. member organisation is well I am doing to ensure safe and and fair events.
T he competition calendar is better aligned with Cycling New Zealand fair events.
aligned. and are given resources to I am working in a sport that
increase growth. really cares about people and
my wellbeing.
A Member Organisation, Club A Sponsor or
or Individual Member Commercial Partner
I feel that my time as a volunteer I am proud of my brand being
is recognised and valued. associated with events that
I work collaboratively with Cycling provide high quality experiences.
New Zealand to ensure growth of I feel that I am part of an
the sport through quality event organisation that takes pride in
hosting. its people.
I am a true part of ensuring a I sense that associating with
coordinated and comprehensive events that are safe and
competition calendar. fair contributes to our great
I see the value of ensuring that reputation.
all events meet certain quality
standards.
STRATEGIC PLAN 2021-2028 QUALITY EXPERIENCES / 18
CYCLING NEW ZEALANDORGANISATIONAL CAPABILITY Governance
A COLLABORATIVE, SUSTAINABLE
& SUCCESSFUL SYSTEM
Financial
Cycling New Zealand is the A successful system can only be
Sustainability
hub for all cycling codes. delivered through clarity on our
strategic priorities, supported by
We attract and manage effective financial planning and
resources and expertise to lead
a collaborative, sustainable
management, talented and passionate
people, marketing and communication
Human
and successful system. support and overall competent Resources
and professional planning and
implementation.
Cycling New Zealand’s Organisational
capability is heavily reliant on... Marketing of
Our Brand
Communication
Health &
Safety
STRATEGIC PLAN 2021-2028 ORGANISATIONAL CAPABILITY / 19
CYCLING NEW ZEALANDORGANISATIONAL CAPABILITY
Governance Financial Sustainability Human Resources Outcomes
•E
ffective board and • Ensuring effective and • Increasing employee
onsistent good
C
Executive committee measured budget planning satisfaction
governance practices
•E
mbracing diversity in • Monitoring of responsible • Reducing staff turnover and
across all levels of
governance spending practices increasing retention the sport
• Overall healthy work environment
trong and measured
S
debt to equity ratio
onsistent above 90%
C
positive engagement
feedback from our
partners
Marketing of Our Brand Communication Health and Safety
•R
efreshed and relevant Cycling • Sharing knowledge • Embedded wellbeing and health 0% response rate and
9
New Zealand brand • Creating a One-Team & safety practices increased advocate rating
from our employees
•E
nsuring cohesive brand environment
alignment • Embracing an environment easured decrease
M
•T
elling our collective story that encourages collective in health and safety
problem solving incidents
STRATEGIC PLAN 2021-2028 ORGANISATIONAL CAPABILITY / 20
CYCLING NEW ZEALANDWHAT ORGANISATIONAL CAPABILITY
MEANS TO ME AS…
An Athlete, Commissaire A Member Organisation, Club A Sponsor or A Funding Partner
or Employee or Individual Member Commercial Partner I am confident that funds
W ellbeing is well embedded into I believe that organisational I feel that I am part of the One – allocated are well spent and
the organisations DNA. growth is possible and happening Team ethos. aligned with common objectives.
K nowledge is easily and freely thanks to increased and sustained There is effective brand alignment C ycling New Zealand board
shared throughout. fiscal responsibilities. throughout. embraces diversity and inclusion.
I fully associate with our brand. I am well and truly part if the I am very much part of the Cycling C ycling New Zealand shares our
collective cycling story. New Zealand story and its history. belief of ensuring a safe and
I feel part of One-Team.
Great governance practices healthy working environment.
P roblem solving is not the job of
support the growth of our sport.
one but that of many.
W e are part of an organisation that
is very fiscally responsible.
I 'm continually given opportunities
to grow.
STRATEGIC PLAN 2021-2028 ORGANISATIONAL CAPABILITY / 21
CYCLING NEW ZEALANDFOR CYCLING NEW ZEALAND TO PERFORM... HIGH PERFORMANCE PROGRAMMES & PATHWAYS, PARTNERING, EXPERIENCES & CAPABILITY ARE ESSENTIAL. STRATEGIC PLAN 2021-2028 SUMMARY / 22 CYCLING NEW ZEALAND
TARGETS FOR 2021-28
MEDALS MEDALS YEARLY SHARED YEARLY
per Olympic and
Paralympic Games
in top international
competitions
INCREASE SATISFACTION INCREASE
in earned among Member in participation across
Organisations all national events
YEARLY YEARLY YEARLY BOARD STRONG
INCREASE INCREASE INCREASE ADHERENCE and measured debt
to equity ratio
in multi media in event in membership to strong governance
exposure certification across all codes policies and practices
in place
CONSISTENT 90% DECREASE GET OUT
ABOVE 90% RESPONSE RATE
THERE & RIDE!
in health and safety
incidents
positive feedback and 15% advocate rating
from our partners from our employees
STRATEGIC PLAN 2021-2028 SUMMARY / 23
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