1. October 17, 2011 Welcome to the MCA Town Hall 1

2. Objectives of our Town Hall The MCA Board and staff have an opportunity to understand the perspectives of the membership on what has worked and what has worked less well in the organization and thus be better able to interpret the survey results. The MCA Board and staff obtain sufficient information and inspire sufficient interest and participation among the membership to be able to develop a plan for the organization to improve and move forward. MCA members have improved knowledge and understanding of the milieu within which MCA works, what is currently on the plate of the MCA, what the member survey revealed and how the organization does its work. 2

3. Strategic Plan Created in Fall of 2008 Consists of 6 main areas of focus, known as “Pillars” Recreation & Transportation High PerformanceEvents & CompetitionsDevelopment & TrainingFacilities & Infrastructure Governance 3

4. Key Areas of Progress Maintain relationships with Bike to the Future & WRENCH (Wpg Repair Education and Cycling Hub) Key involvement with Bike to Work Day Active involvement with 2011 Winnipeg Cycling Map CAN-Bike Programme Instrumental in co-ordinating volunteers to provide CAN-Bike workshops given to schools throughout the City of Winnipeg Recreation & Transportation 4

5. Key Areas of Progress Strong results for High Performance Athletes in competition outside the province Formalize the Development Programme Plans to create a satellite Development Programme in Portage la Prairie High Performance 5

6. Key Areas of Progress Planning underway for 2012 Manitoba Summer Games Participation in Western Canada Summer Games Hosting 2011 Canadian Cycling Association AGM Events & Competitions 6

7. Key Areas of Progress Provincial Coach attendance at International Training Camps and Competitions Plans to develop an Assistant Coach Programme currently underway Development & Training 7

8. Key Areas of Progress Construction of BMX Track scheduled for spring 2012 New race venues in Whitemouth, Winnipeg Speedway Return of race venues in Brandon and Pointe West Auto Mall Facilities & Infrastructure 8

9. Key Areas of Progress Developed Governance Model Revised Policies: Provincial Programme Committee Development Fund (formerly Site Development Fund) Race Calendar Setting Policy Established MCA Facebook & Twitter Initiated Monthly online MCA Newsletter Conducted 2011 Membership Survey Governance 9

10. Steps toward organizational clarity, System wide communication, and accountability MCA Governance 10

11. Background Strategic plan updated January 2011 Priorities Communication Administration, Financials Stakeholders/Key Partners Marketing Plan/Strategy Committee Governance/Function Commissaires Club Strategy An organizational vision High Priority 11

12. Organizational Chart Examples of ideas and concerns and where to best direct them. Applicable ideas and concerns should be forwarded through the most appropriate committee representative High Performance Recruitment, planning, training, camps, program fees, PP fundraising Race scheduling, road coaching or officiating, race standards, promotion and fundraising Race scheduling, Mt bike coaching or officiating, race standards, promotion and fundraising Venue development, BMX coaching or officiating, race standards, promotion and fundraising Event scheduling, youth coaching or officiating, event standards, promotion and fundraising Commuting by bike, bike infrastructure, promotion Membership’s Most Direct Path to contribute specific Ideas and Concerns President Vice PresidentTreasurerSecetary Provincial Program chair Prov Program Committee/ stakeholder reps Parent, athlete, coach reps Road Chair Road Committee A rep from each participating club Mt Bike Chair Mt Bike Committee/ club reps A rep from each participating club BMX Chair BMX Committee/ stakeholder reps A rep from each participating club KOM chair KOM committee/club reps A rep from each participating club Rec & Trans Chair Rec & Trans Partner Organizations ED BookkeeperPP Coach Club Coaches 12

13. Our Governance Model Mission: Supporting all aspects of cycling for Manitobans across all levels and ages Core Values: Respect, Transparent Communication, Empowered Collaboration 13

14. Operating Principles: Stakeholders will be consulted and have a voice Committees are the representative voice of our stakeholders Committee collaboration ensures that all voices are heard and influence the decisions that are made. Ideas and concerns should be directed according to the organizational chart. The board is responsible for the overall direction Decisions are disseminated and explained to all applicable stakeholders Our Governance Model 14

15. 2010/2011 Fiscal Year Show me the money 15

16. Where does our $$ come from? 16

17. Expenses by Committee 17

18. You might have heard of past deficits…. 18

19. Where are we at? 19

20. Look how far we’ve come! 20

21. Memberships 2011 21

22. BMX Track in Manitoba! 22

23. What have we done so far? No longer using the Buhler Park site NEW site at 90 Sinclair Ave. at a City of Wpg Community Center Received funding for a BMX bicycle repair program 23

24. What’s next? Need to secure funding to start construction in the spring of 2012 Need more volunteers who want to be coaches and/or commissaires Need BMX clubs to start up and begin flatland training in anticipation of the track completion Needvolunteers to increase support for the BMX track 24

25. Funding to date $9,000 from the First Sports Program $30,000 towards the construction of the BMX racetrack Submitted numerous funding requests and are awaiting further funding grants 25

26. Feedback, Reflections, and Suggestions from our members for our future! Survey Response 26

27. Number of People who started and completed the survey questions 27

28. MCA Membership Levels 28

29. Respondent Demographics 29

30. Racers vs. Volunteers 30

31. Cycling Advocacy NOT ENOUGH, DO MORE Lobby for road repair Encouraging cyclists to follow traffic laws Promote a share the road policy, not an antagonizing anti-car platform. Education, promotion and infrastructure Lobby various levels of government to finance planning and development of cycling paths in urban areas. JUST RIGHT OR DO LESS Others are doing it better and MCA should focus solely on racing. I'm not sure the MCA has the resources to direct much attention to this other than moral support. The MCA is a 'Sport' organization. The MCA should be promoting cycling for sport and recreation, not transportation. 31

32. Other MCA Involvement 32

33. Mountain Bike Cup Races 33

34. What is going well?What needs to improve? Core of really dedicated volunteers, coaches, staff KOM is great Cyclocross events are always well done The Provincial Program is experiencing success Up to date website Volunteer recruitment and appreciation Clubs should be held accountable for not running or canceling races / stronger clubs More road races and commissaires More fun family races, let families race together Better advertising, promotion, organization of races Keep the price of racing down Secure race venues in Parks and on private land Better communication across the organization Attract new members, and help them learn to race MCA committees need to work together as a team More active advocacy 34

35. MCA Challenges Financials Broad Mission Multiple Disciplines Long Race season Strong Mandate from Sport MB Multiple Stakeholders High Liability/Risk Limited Recourses: 1 admin staff and 1 coach Highly reliant on Volunteers Volunteer, Board, and Staff burn-out 35

36. MCA Opportunities Board positions 9 available this fall Require working board members supported by strong committees Volunteers Coaches/Asst. Coaches Officials Individuals and Clubs to actively share workload of race organization BMX committee to help bring bike park to fruition Volunteers to help broaden our youth programs Training and Development Coaches, officials, volunteers 36

37. Objectives of our Town Hall - in review The MCA Board and staff have an opportunity to understand the perspectives of the membership on what has worked and what has worked less well in the organization and thus be better able to interpret the survey results. The MCA Board and staff obtain sufficient information and inspire sufficient interest and participation among the membership to be able to develop a plan for the organization to improve and move forward. MCA members have improved knowledge and understanding of the milieu within which MCA works, what is currently on the plate of the MCA, what the member survey revealed and how the organization does its work. 37