BOARD OF DIRECTORS
PROFESSIONAL STAFF
Dr. Matha Simmons, President
Robert Ferguson, Vice President, Finance
Alan Fern, Director at Large
Kimberley Watson, Director at Large
Ryan Morris, Director at Large
Samuel Crawford, Director at Large
Sanjiv Samant, Director at Large
Andrew Schnell, Athlete Director
Jamie Nicholls, Chief Executive Officer
Chris Truswell, Director, Events
Seanna Keating, Director, Partnerships
Lucas Filice, Manager, Programs
Simone Visram, Coordinator, Marketing and
Communications
INTRODUCTION
Squash Canada (SC) Staff recommends that the organization assess the 2021-24 Strategic Plan and narrow its focus for an extension through the 2024-26 periods. This will consist of a scorecard on key initiatives and KPIs and a reorganization of pillars, principles, and priorities informing the 2024-25 (this season) and beyond operational plans.
The 2022-23 Operation Plan had 41 Key Initiatives and over 100 KPIs; we have reduced it to 10 Key Initiatives and 29 KPIs. Principles are considered operational and part of the way we do business (or we are out of business). Priorities are measurable and high-level—if we achieve these, we succeed as an organization.
ABOUT SQUASH CANADA
Squash Canada is a non-profit, national sport association responsible for developing athletes, coaches, and officials in collaboration with its partner Provincial/Territorial squash associations (PTs). Founded in 1915, Squash Canada establishes rules, standards, and national programs to promote the sport’s growth and development across the country.
The government of Canada recognizes Squash Canada as the sole national sport governing body for squash in Canada. Squash Canada is a proud member of the Canadian Olympic Committee, Commonwealth Games Canada, and Pan American and World Squash Federations. It participates in the Pan American Championships, Commonwealth and Pan Am Games, and World Team Championships at the junior and senior levels.
STRATEGIC FOUNDATION
VISION
Be a world leading squash nation while inspiring all Canadians to participate.
MISSION
To provide a safe and inclusive environment for all Canadians to enjoy, develop and excel at the sport of squash through collaborative leadership, services and programs.
VALUES
Our core values describe our organizational culture and guide us in our decision-making processes and actions.
KEY PRIORITY: REVENUE GENERATION
1. Consolidate Glass Court Program
EXPECTED RESULTS
1.1 Two Canadian Opens with a minimum of 15% of profit
1.2 Profitable Canadian Junior and Senior Squash Championships with a minimum of 10% profit
1.3 Profitable Canadian Junior Open with a minimum of 10% profit.
1.4 One National Partner at 100k + annually over a minimum of 3 years.
KEY PRIORITY: REVENUE GENERATION
2. Ameliorate Communications Model
EXPECTED RESULTS
2.1 Increase social media activity across all platforms by 20%.
2.2 Increase engagement of all communications by 10%.
2.3 Grow email list by 10%.
2.4 Develop two standardized communication plans, one for national and one for international competitions.
KEY PRIORITY: REVENUE GENERATION
3. Implement a Metrics Tool for all KPI’s
EXPECTED RESULTS
3.1 Identify metrics to track including demographics, revenue,
social media/views, membership, participation, coaching, officiating,
etc. and update quarterly.
3.2 Create a metric tracking tool for KPIs.
3.3 Utilizing metrics tool, grow membership, revenue, and participation by 10% by 2024-25.
KEY PRIORITY: MEMBERSHIP AND PARTICIPATION GROWTH
1. CANSquash Initiative
EXPECTED RESULTS
1.1 Assemble working task force.
1.2 Platform selected.
1.3 England Squash resources treatment.
1.4 A minimum of 1 LTD phase template created.
KEY PRIORITY: MEMBERSHIP AND PARTICIPATION GROWTH
2. University/College Squash
EXPECTED RESULTS
2.1 Three consolidated regional/provincial events.
2.2 Six regions represented at CDN University/College Champs.
2.3 Increase participation by 20% at CDN University/College Champs.
KEY PRIORITY: MEMBERSHIP AND PARTICIPATION GROWTH
3. NCCP Content Revisions
EXPECTED RESULTS
3.1 Completion of Phase 1 (Instruction Beginners Stream).
3.2 Completion of Phase 2 (Intermediate Instruction/Competition Introduction).
KEY PRIORITY: MEMBERSHIP AND PARTICIPATION GROWTH
4. Compliance to Canadian Sport Governance Code
EXPECTED RESULTS
4.1 2-year plan developed in conjunction with Sport Canada report card.
KEY PRIORITY: MEMBERSHIP AND PARTICIPATION GROWTH
5. Continued IDEA education for all stakeholders
EXPECTED RESULTS
5.1 Provide 4-6 continued IDEA education (webinars, seminars, workshops, etc.) for all
stakeholders.
5.2 Populate PT SharePoint with 6-8 new IDEA educational resources.
5.3 Showcase demonstration of wheelchair squash57 on the glass court at two Squash Canada events.
KEY PRIORITY: ATHLETE DEVELOPMENT
1. Athlete Pathway Infrastructure
EXPECTED RESULTS
1.1 Onboard Prairie and Atlantic Junior Open by 2024-25 season.
1.2 Formalize Regional Training Centers program (RTC) with at least one activation in at least 4 regions.
KEY PRIORITY: ATHLETE DEVELOPMENT
2. Athlete Funding Model
EXPECTED RESULTS
2.1 Increase Canadian PSA participation by 10% per identified gender.
2.2 Formalize Corporate Mentorship program and usage by 100%.
2.3 Increase National Team Specific funding by a minimum of $10,000.
