1. Strategic Plan Approach

2. The Strategic Pyramid Core Values Core Purpose BHAG Strategy Base Camps Tactics Our goal is to define each of the pieces of this pyramid by December 31, 2009.

3. WPC Values EquityIntegrityTeamworkCommitmentAccountabilityExcellenceInnovative It is our practice to treat all in a fair, equal and just way. All actions and decisions are guided by a core set of values and implemented with dignity. Our community of individuals, clubs, provinces and national organizatio n work together for the betterment of water polo. We do what we say we will by ensuring our actions are based on the core values of the organization We hold all members responsible for their own actions We strive to become the best we can be at all levels of the organization. Keen willingness to adapt to the changing environmen t of sport in Canada

4. Water Polo Canada’s Purpose & Focus Developing a culture based on growth and development of the sport in Canada A BizSport Model The people, the game - and sustaining it.

5. WPC’s Purpose We are passionate about people and our sport. WPC’s culture is based on growth and development – throughout Canada.

6. BHAG – Big Hairy Audacious Goal (Vision) Our passion, commitment and leadership have resulted in a world-class organization which results in achieving best ever results internationally and domestically. This Vision for the future will be characterized by the following: Water Polo will achieve a level of prominent visibility in Canada; Water Polo will be accessible to a wide range of participants; Canada will achieve ‘best ever’ international results in World Championships and major games; Water Polo Canada will have the resources necessary to effectively deliver its programs; Water Polo Canada will be recognized and respected as a leader within Canada and internationally.

7. Critical Success Factors Adequate funding Human resources Technical stream – coaches, officials Administrative stream Volunteers – governance Professionals – marketing; financial; communication; fundraising Succession plans Review performance Access to pools throughout the country LTAD Strong communication system

8. LTAD – WPC Perspective I Love Water Polo Competitive Foundations Training to Compete Training to Perform Living to WinActive for Life Influence – like “I Can Swim” Influence – seamless partner with PSO’s Overlap of administration between PSO’s & NSO Work together with PSO’s to ensure a large pool of talent for national team programs. WPC to continue to support strong centralized programs. WPC & PSO to work together to encourage this player to stay in the game. Work together with club programs to expand base of youngsters in recreational program Work with PSO’s and clubs to define current capacity of provincial and club teams to create competitive programs for athletes across the country WPC will focus on centers of excellence for men’s and women’s programs across the country. WPC will sustain and potentially expand partnerships and alliances with universities, clubs and other water polo providers across the country. Canada will produce high consistent results at World, Pan Am and Olympic championships. Future Board, coaches, officials, and others may come from this pool and so, it is a good reason to focus on retaining this talent in and out of the water. Possibly develop a program for elementary school gyms – involving ball throwing and handling Work with clubs and PSO’s to ensure the right skills are being taught at the right level. Work together with PSO’s to secure staff to promote right skills and concepts. WPC will operate and manage the national team programs.

9. Next Steps The information from the focus groups will be collated and distributed to everyone by the end of October, 2009 The strategic plan will be more fully developed in November, 2009 There will be initial milestones with key responsibilities and funding requirements.

10. Who Has Been Working on the Strategy? Core Team: Ahmed Frank Ross Jymmi Kaye Yvonne