NETBALL MAINLAND STRATEGIC DIRECTION

Transcription

1 NETBALL MAINLAND STRATEGIC DIRECTION ONE ZONE, ONE DIRECTION Netball Mainland Zone Inc. Strategic Plan Page 1

2 NETBALL MAINLAND FIGHTING TO THE FINISH INTRODUCTION While it appears netball has been around for hundreds of years, in reality, the game is relatively young in New Zealand. Netball was first introduced into this country in the 1920 s under the auspices of basketball. While we experienced our first international in 1938, it wasn t until the late 1960 s and early 1970 s that netball really found its identity from basketball saw the first national Future Directions strategy where 33 Unions transitioned into 12 regional entities and 92 Netball Centres. Canterbury Netball became one of the largest regional entities in New Zealand and within that, 13 Centres were formed. Tasman made up the region in the top of the South Island, and comprised the Marlborough, Nelson, Motueka, Golden Bay and Buller Centres. In 2007 the Trans-Tasman ANZ Championship was launched. The competition has been fantastic for the sport in both Australia and New Zealand. The 2009 Netball New Zealand s new strategic plan identified one very explicit goal: To become NZ s leading sport by 2020 A significant focus for the Netball New Zealand (NNZ) strategic plan is to define and establish the core values and philosophies upon which we will operate. It will provide the blue print for our expectations and standards both on and off the court. Netball Mainland will set the benchmark in this area and not accept a secondary role to any other Zone. The vision remains alive and is supported by Netball New Zealand s 2012 strategic rationalisation of consolidating the 12 regional entities into 5 Zones. Zone 4 is a combination of the former Canterbury and Tasman regional entities. We must all act collaboratively to reach the goal of netball being the leading sport for females in New Zealand. Our strategic plan outlines the path Netball Mainland will take to support Netball New Zealand and our 18 Netball Centres. OUR VISION Netball Mainland will provide an environment that supports, develops, and delivers world class netball at all levels. OUR MISSION To increase participation and profile of netball in the Mainland Zone while fostering a winning culture and the pursuit of excellence. Netball Mainland Zone Inc. Strategic Plan Page 2

3 OUR VALUES Create opportunities for all Mainlanders to engage in our sport through: Progression - focus on the future, embrace change Accountability - measurable outcomes Ambition - achieve, exceed expectations Access and Equity - for the greater good of all stakeholders Respect - engage, respect differences, acknowledge our past Unity - one vision, one strategy STRATEGIC FOCUS Consultation with our stakeholders in the 18 Centres has assisted us gain clarity, direction and focus. We now operate within five pillars of work interfacing with five work streams. Pillars Community Netball Emerging Talent High Performance Finance Leadership and Governance Work Streams - Development of: Players Coaches Officials Leadership Centre Capability The Pillars and Work Streams have been developed to future-proof the longevity of the game within the Mainland Zone. The next three years are the most important in the Zone s development as we move beyond the immediate post-earthquake period and the formation of the new entity. To ensure the plan can be delivered, it is crucial that all stakeholders understand their role and are committed to supporting each other and the strategies that will drive Netball in the Mainland Zone to a position of strength and success. Netball Mainland Zone Inc. Strategic Plan Page 3

4 PILLAR ONE: COMMUNITY NETBALL To establish and maintain a world class netball environment for participation, development and retention of all members, throughout our Zone. People of all ages and genders watch, play and enjoy netball. Retention and recruitment will be enhanced through exciting, innovative competitions and quality programmes. Engage our youth; inspire them through hybrid forms of the game. Identify and provide attractive opportunities for all those involved in our sport. This vision will support and align with NNZ s Community Netball and Netball in New Zealand Plans. STRATEGIC GOAL 1 Create a high quality home for Netball Mainland Measure During 2014, Netball Mainland builds on a home base to all stakeholders. STRATEGIC GOAL 2 Members are supported through our Centres with development plans that are individualised to build capability, capacity and sustainability. Centres develop IDP and MOU s. Targets on each IDP / MOU are achieved or exceeded Delivery of support and services is provided by the best available resources in this Zone A 5% participation increase A 5% increase in the number of accredited coaches A 3% increase in the number of qualified umpires STRATEGIC GOAL 3 Centres have the opportunity to engage youth to participate by offering alternative/hybrid games. Fast 5 netball is introduced in all Centres as a different Netball experience Effective development programmes delivered in all Centres Fundamental Skills programmes and training for delivery of these will be made available to all Centres. Netball Mainland Zone Inc. Strategic Plan Page 4

5 PILLAR TWO: EMERGING TALENT To establish and maintain a world class Talent Development environment that identifies, supports and provides opportunities for our talent to progress to higher honours. The pathways from Community Netball to the High Performance programme for players, coaches and officials are transparent. While the emphasis is on learning and development, results from our representative teams will provide a barometer on progress as will the quality and competitiveness for selection of players, coaches and officials. STRATEGIC GOAL 4 Player, Coach and Official performance pathways are available through all Centres in the Netball Mainland Zone. Selection is based on merit, potential and commitment. The Emerging Talent (ET) squad has representation from a variety of Centres and there is competition for places in the programme Equal opportunities for selection exist across the Zone A noticeable increase in ability of Players, Coaches and Umpires is evident across all Centres 4 6 workshops are run annually by Netball Mainland staff for players, officials and coaches throughout the Zone 80% of ET members meet expectations of performance and commitment 30-40% of players progress up the pathway annually. 20% of Umpires progress into the Zone Development Squad annually 2-3 players, 2-3 officials and 1-2 coaches gain recognition/appointments at NNZ Domestic Events and/or gain selection into squads (e.g. NZSS Team, NNZ Tournament selections, appointments to finals etc.) STRATEGIC GOAL 5 The Zone provides High Performance resources (expertise) for our Centres to build specialist capability, increase capacity and improve sustainability. By the end of 2014 Centres/Clusters will have access to specialist capability in the following areas: Nutrition Strength and conditioning Mental skills Performance analysis Suitably qualified personnel will be identified by Netball Mainland to support Centre/Cluster programmes, as requested Netball Mainland Zone Inc. Strategic Plan Page 5

6 STRATEGIC GOAL 6 Centre /Cluster representative and secondary school teams demonstrate consistent success at national level. The Netball Mainland U23 team finishes in the top four of the National Championship and consistently challenges for the title The Netball Mainland ET programme is recognised as an excellent development environment in NZ and subsequently attracts and retains the very best players, coaches and officials Increasing numbers of Zone Centre/Cluster representative teams attend Netball New Zealand Domestic Events 3 4 Secondary school teams from the Zone consistently qualify for the National Secondary School finals 1 2 Secondary school teams are consistently in the top 4 of the NZSS Finals and challenge for the national title PILLAR THREE: HIGH PERFORMANCE To establish and maintain a world class High Performance netball environment High Performance success is achieved on and off the court. Our challenge is to ensure our High Performance players, coaches and officials set and achieve high standards at all times. STRATEGIC GOAL 7 Zone-developed players will predominantly make up the Tactix roster Measure A minimum 50% of the Tactix team annually are home-grown players and have been developed through the ET Programme STRATEGIC GOAL 8 Tactix will finish in the top 8 of the ANZ championship in 2014, finish in the top 6 in 2015 and consistently make the top 4 of the ANZ championship from 2016 Measure Tactix final position in the ANZ Championship in each year. STRATEGIC GOAL 9 Netball Mainland personnel will be selected / appointed for national and international opportunities Netball Mainland Zone Inc. Strategic Plan Page 6

7 Measure From 2014 a minimum of 5 representatives of Netball Mainland will be selected for/appointed to national and international teams, roles or events PILLAR FOUR FINANCIAL DEVELOPMENT AND SUSTAINABILITY Netball Mainland will build a sound financial and commercial structure and capability, allowing increased investment in the game. STRATEGIC GOAL 10 Introduce new revenue streams and manage costs to ensure progress in each of the pillars of work Netball Mainland will achieve a minimum break-even result each year (after depreciation) Minimum core business and development requirements are met Centres are financially viable STRATEGIC GOAL 11 Introduce measures for financial security for Zone and all Centres; Netball Mainland will assist Centres to develop their marketing and revenue generating capability. Netball Mainland builds cash reserves in 2014 and 2015 Netball Mainland and Centres develop and retain new commercial partnerships and increase income streams as a result PILLAR FIVE LEADERSHIP AND GOVERNANCE: NNZ and Netball Mainland have identified that to achieve our goals; NNZ, Zones and Centres need effective governance and leadership. Sound decision making in the best interests of netball, together with prudent financial management and governance is essential for the future sustainability and growth of netball in the Netball Mainland Zone. Strong leadership, connection with our wider community and results on court will help us build an innovative and positive netball environment. STRATEGIC GOAL 12 Netball Mainland attracts and retains high calibre personnel and talent in leadership and governance roles at all levels Netball Mainland Zone Inc. Strategic Plan Page 7

8 Measure Advertised positions have high quality applicants and roles are filled with quality personnel Zone-wide Human Resource policies and procedures are in place and are effectively utilised Less than 10% of permanent staff turnover is maintained and succession plans are in place for all roles Professional development opportunities are made available for Zone staff and/or Board members STRATEGIC GOAL 13 Zone assistance will help Centres to build and improve on current leadership capabilities. Measure Roles are filled with quality personnel Succession plans are in place for all roles Netball Mainland assists with recruitment processes within Centres, as requested Netball Mainland Zone Inc. Strategic Plan Page 8

9 APPENDIX ONE ALIGNMENT WITH NETBALL NEW ZEALAND S (NNZ) STRATEGIC PLAN NNZ Goal 1 To provide relevant and compelling netball experiences that ensure netball is affordable, accessible and easy to engage with This strategic priority aligns with Netball Mainland s strategic goals number 1 and 2 NNZ Goal 2 To work in partnership with Franchises and Zones to align the delivery of the high performance programme This strategic priority aligns with Netball Mainland s strategic goals number 4 and 5 NNZ Goal 3 Attract quality people This strategy aligns with Netball Mainland s strategic goal number 12 and 13 NNZ Goal 4 Ensure a smooth transition to the professional industry that continues to present a culture attractive to players, coach s officials and administrators as well as commercial partners and the public This strategy aligns with Netball Mainland s strategic goals number 4 and 5 NNZ Goal 5 To grow revenues and with responsible financial management provide an enduring future for netball This strategy aligns with Netball Mainland s strategic goals number 10 and 11 NNZ Goal 6 To have an efficient and effective model that supports and strengthens the delivery and growth of netball throughout New Zealand This strategy aligns with Netball Mainland s strategic goals number 2, 3 and 5 Netball Mainland Zone Inc. Strategic Plan Page 9

10 APPENDIX TWO NETBALL MAINLAND ZONE INC ORGANISATION STRUCTURE Netball Mainland Board Chief Executive Officer (Brigit Hearn) Community Netball Manager (Sue Harris) High Performance Manager (Leigh Gibbs) Event Manager (Clare McAlpine) Office Manager (Leanne Harris) Youth Development Coordinator (Amy Eckersley) Tactix Head Coach (Leigh Gibbs) Emerging Talent Coordinator (Lucy Newton) Tactix Assistant Coach (Julie Seymour) Tactix Manager (Leanne Harris) Netball Mainland Zone Inc. Strategic Plan Page 10

11 NETBALL MAINLAND OPERATIONAL STRUCTURE AREA DELIVERY ACTIVITIES COMPETITIONS HIGH PERFORMANCE HP MANAGER/ TACTIX HEAD COACH TACTIX ASSIST COACH TACTIX TEAM MANAGER U23 COACHES Zone workshops Tactix training sessions Mentoring Apprentice coach programme ANZC NNZ U23 NM SUPERCLUB EMERGING TALENT COORDINATOR NNZ CD framework HPSNZ workshops EMERGING TALENT COMMUNITY MANAGER YOUTH DEVELOPMENT COORDINATOR(S) Zone workshops NNZ CD framework NZ Umpire Awards LFNC NNZ U19, U17 CENTRE TOURNAMENTS CENTRE COACHES & MANAGERS UMPIRE COORDINATORS Centre Umpire Awards Bench Officials Awards CLUB SCHOOL FAST 5 COMMUNITY TECHNICAL OFFICIALS COORDINATORS NNZ workshops in Centres JUNIOR NETBALL Netball Mainland Zone Inc. Strategic Plan Page 11

12 APPENDIX THREE GLOSSARY Term Definition ANZC ANZ Championship Trans Tasman Championship competition ET Emerging Talent Selected players and umpires with potential for higher honours IDP Independent Development Plan Centre plan that supports Netball Mainland strategic direction MoU Memorandum of Understanding Agreement between Centre and Netball Mainland NNZ Netball New Zealand National Netball organisation LFNC Lion Foundation National Championships NNZ U23 Netball New Zealand Under 23 Competition NNZ U19/U17 Netball New Zealand Under 19 and Under 17 Competitions Fast5 Netball New Zealand s Annual Open Age Group Event Netball New Zealand s Annual U23 Age Group Event Netball New Zealand s Annual U19 and U17 Age Group Events 5 aside game Netball Mainland Zone Inc. Strategic Plan Page 12