1. Road to Excellence

3. RTE Philosophy Athlete Centred, Coach Driven, Service Supported (Performance Based)

4. Our Mission To lead the development of Canadian summer sports to achieve sustainable podium performances at the Olympic and Paralympic Games Our Vision For Canada to be a world leader in high performance sport

5. ‘The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.’ Michaelangelo

6. Our Podium Performance Goals Place in the top 16 nations in medal count by 2008 Beijing Olympics Place 14 th on overall medal count 10 Sports won medals in Beijing 69% conversion rate (34% in Athens) 10 fourth place finishes 6 fifth place finishes 59 top eight finishes

7. Place in the top five nations in the gold medal count at both the 2008 Beijing Paralympics Placed 7 th on gold medal count (3 rd in Athens) Placed 10 th on overall medal count (7 th in Athens) 19 first place finishes (28 in Athens) Our Podium Performance Goals

8. Place in the top 12 nations in medal count at the 2012 Olympics Place in the top five nations in the gold medal count the 2012 Paralympics The ultimate goal for RTE is to be a Top 6 summer nation at the Olympics and Paralympics. Our Podium Performance Goals

9. AmountPercent Government of Canada (Program) 19,000,00069% Government of Canada (Operations) 769,5544% CPC Excellence Fund 100,0000.4% COC Excellence Fund – Olympic 3,806,50014% COC - RTE 3,233,86612% Total - Revenue 26,909,920 RTE Revenues 2008/09

10. AmountPercent Corporate Operations 639,2982% NSO Support 18,341,08567% CSC Support 5,417,92020% Projects 2,735,44410% Research & Innovation 422,6001% Total - Expenses 27,556,347 RTE Expenses 2008/09

11. Adequate resources with appropriate targeting and prioritisation to achieve quality results Having the right people in the right positions Having a coordinated and integrated system with minimal duplication Ingredients Necessary for Success in HP

12. Clear delineation of roles and responsibilities Simplicity of administration with limited bureaucracy and duplication Provision of services creating a culture of excellence Well structured competitive programs Access to well developed and specific international and national standard facilities Elements Critical for Success in HP

13. An effective system that incorporates critical analysis and monitoring Adequate funding to ensure quality outcomes Comprehensive planning and individualisation for each sport’s needs Lifestyle support and preparation for life after sport Success Elements Con’t

14. There is potential to develop a world class system that is sustainable We have some very good people working in the system Critical analysis and monitoring of performance is starting to occur (accountability) There is an increased focus on targeting and prioritisation Positive Elements

15. There is momentum and will to improve and change the system There is a renewed focus on excellence in this country Key stakeholders and funding partners are united with a shared vision (COC, Sport Canada, CPC) Positive Elements Con’t

16. There is an uncoordinated system that is not integrated currently The system is overly complex (silos) There is a lack of resources compared to our competitors (particularly in program, service and coach support) There is a lack of access to national and international standard facilities Challenges

17. The Coaching environment needs to be improved There are not enough highly qualified support service experts for the country Canadian Sport Centres need to move to an Institute model which is facility based Challenges Con’t

18. Qualities/Services CSCCSI  Provide world-class sport-specific training facilities.  Create synergies between athletes and coaches from different sports, as best practices are shares and athletes are motivated by the proximity to other champions.  Dramatically increase efficiency by having a critical mass of athletes, coaches and support staff working out of the same facility.  Develop a focal point (s) for high performance sport in Canada  Offer support from full time world-class caliber coaches associated with each Institute.  Foster a sense of pride and affiliation for athletes and coaches connected to something special (CSI) in support of their goals.  Provide potential venues for hosting provincial/ national/ international events.  Add capacity for direct or enhanced access to athlete accommodation and food services. Chart comparing CSCs (Canadian Sport Centres) and CSIs (Canadian Sport Institutes)

19. Challenges Con’t Performance Technology is an area that could be used more effectively We need to clearly delineate roles and responsibilities across the board There continues to be fluctuation in the vision, willingness and ability of the NSO to support high performance

20. There is little vertical integration (NSO, PSO, Regional and Club level) Political will to resource a quality national high performance system is lacking Challenges Con’t

21. ‘It’s not the strongest or the most intelligent that survives but the most responsive to change.’ Charles Darwin

22. Coaching and technical leadership Increasing training and competition opportunities Enhancing support services Increasing capacity of NSO’s RTE Priorities

23. The Podium Canada Post 2010 Working Group identified several specific recommendations for future implementation.

24. 1.Name Change to Own the Podium (RTE and OTP) 2.The primary roles of Own the Podium: Focus on national high performance technical matters Build a stronger more effective national high performance sport system for targeted sports Organizational Matters

25. 3.National performance goals for the 2012 Summer and Winter Olympic and Paralympic Games need to be re-evaluated post Games and regularly monitored. 4.Strategic priorities for OTP will be reviewed and updated on a regular basis and will be aligned with available financial resources. Organizational Matters Con’t

26. 5.OTP will investigate the creation of a legally incorporated organization 6.A financial plan for OTP (both summer and winter sorts) needs to be developed, which indicates the level of support required to 2014. Organizational Matters Con’t

27. 7.Funding for winter and summer Olympic and Paralympic sports based on medal potential and will reflect a top down targeted and prioritized approach focused on excellence. 8.All national funding partners (Sport Canada, COC, CPC, and Corporate Partners) will designate their high performance funding for targeted sports to the OTP recommendation process. Financial Matters Con’t

28. 9.All excellence focused programs for targeted sports delivered by national partners will be integrated into OTP planning and implementation processes. 10.The roles of the COC, CPC, CSC’s and Sport Canada in high performance sport need to be better defined and adjusted in light of the desirability of OTP to be the single point of contact for targeted NSO’s on high performance matters Programming Matters

29. 11.COC and CPC will continue to lead and coordinate delivery of programs focused on “at Games” and “Games Mission” initiatives at the Olympic and Paralympic Games respectively. 12.Sport Canada’s Athlete Assistance Program and policies should be reviewed and modified, within Treasury Board policies and requirements, to better meet Canada’s high performance objectives. These responsibilities need to be discussed further. Programming Matters Con’t

30. ‘Insanity is repeating the same thing over and over again and expecting different results’ Albert Einstein