Strategic Plan 2017 to 2019

Transcription

1 Strategic Plan 2017 to 2019

2 BASKETBALL QUEENSLAND Draft STRATEIC PLAN ON A PAGE Vision For basketball in Queensland to be an innovative, unified and inclusive sport recognised by the broader Queensland community as a leader in sports delivery and development and as a part of the national basketball community. Mission To provide leadership and a state-wide framework that enables everyone to grow, develop and participate in the sport of basketball throughout Queensland and open the door to national and international opportunities. Our Shared Values Integrity Service Unity Innovative Inclusive Oriented Collaborative Three Year Outcomes Increased participation in basketball throughout Queensland Continued improvement in the quality of our players, coaches, officials and administrators Increased capacity of our associations to sustain the growth of the sport Improved delivery of the sport through more efficient use of technology Increased engagement with stakeholders through digital platforms (social media, websites, Apps, e-newsletters, etc) Recognised for the service we provide to our customers Improved unity and strategic alignment between BQ and stakeholders Strategic Priorities Grow Develop Build Lead

3 IDENTIFICATION INCORPORATION NAME Basketball Queensland Ltd. TRADING AS Basketball Queensland WEBSITE OFFICIAL LOGO STATE OFFICE C/- The Sleeman Centre Crn Old Cleveland & Tilley Rds Chandler Telephone: Facsimile:

4 AFFILIATIONS Basketball Australia Q Sports Queensland Olympic Council Queensland Commonwealth Games Association Australia Institute of Management PARTNERSHIPS Queensland Academy of Sport (QAS) Women s National Basketball League WNBL National Basketball League NBL Brisbane Bullets Cairns Taipans Townsville Fire Queensland School Basketball COMPETITIONS Queensland Basketball League (QBL) Southern Basketball League (SBL) Junior State Championships Qld North Junior Basketball Competition (QNJBC) Central Districts Carnival (CDC) BQ Junior Basketball Championships (BQJBC) Pan Pacific Masters Games 4

5 OUR SPORT Basketball: An international game played in 213 countries with 450M players regularly playing the game a truly global phenomenon. A sport Australia is good at (ranked 4 th in the world) with the Opals ranked number 2 and the Boomers number 11 in the world. One of Australia s most popular sports with 426 local associations, 20,000 clubs and 60,000 teams throughout Australia An Australian and Queensland employer Is played by men and women Suitable for all ages and abilities Accessible to all An opportunity to participate as a player, official, coach, administrator or volunteer from grass roots to elite An opportunity to connect with friends

6 BACKGROUND About Basketball Queensland: Basketball Queensland was established in 1946, to join as a member of Basketball Australia, allowing participation in the first Australian Men's Championships. Basketball Queensland is a NON-PROFIT organisation, its primary market and demographic exists with FAMILIES and has three primary objectives: 1. to administer the sport of Basketball throughout Queensland as the State Governing Body; 2. to provide an avenue for over 30,000 players, coaches, officials and administrators to participate and develop through organised competitions and development programs; and 3. To provide a quality entertainment opportunity for spectators. Basketball is an extremely popular and well recognised international sport, not only in Queensland, but Australia wide. It is a sport that provides a safe and enjoyable opportunity for players of all age groups. Basketball Queensland is a professionally administered State Sporting Organisation offering an outstanding opportunity to establish corporate partners, providing mutual benefits. Basketball Queensland is managed by a highly professional team of 12 paid staff, and hundreds of volunteers. The governance of Basketball Queensland is through a skilled Board of independent directors. Basketball Queensland operations are driven by strategic and operational plans where stakeholders have input in developing. The competition calendar allows opportunities and pathways for new, developing, elite male and female players of all ages and capacity. Basketball Queensland also conducts development programs for athletes under the Future Development Program, State Performance Program and the National Performance Program. Usage of indoor facilities has allowed the sport to be played all year round in comfort. Some stadiums in Queensland are air-conditioned and of international, or national standard. Almost every town in Queensland has facilities which offer the opportunity to play basketball, with a high percentage of schools building indoor courts and encouraging participation as part of the school curriculum. Stadiums also offer weather/seasonal control and child care facilities, thus highlighting the trend in participation towards indoor sports. 6

7 Basketball Queensland Profile Large family demographic with players aged from Associations and 87 clubs throughout Queensland Large player base with over 30,000 participants with many social players Participation from men and women Ability to play at all ages Played both indoors and outdoors 12 months of the year State-wide representation with the sport, including all regional areas Highly professional Directors and staff 2 NBL teams and 1 WNBL team Exceptional competition structure across the entire State Competitions for disabled athletes National elite development programs Junior development programs Primary and secondary school programs Participation in all National Championships Excellent relationship with Federal, State and Local Governments 7

8 VISION For basketball in Queensland to be an innovative, unified and inclusive sport recognised by the broader Queensland community as a leader in sports delivery and development and as part of the national basketball community. MISSION To provide leadership and a state-wide framework that enables everyone to grow, develop and participate in the sport of basketball throughout Queensland and open the door national and international opportunities. 8

9 CORE BUSINESS To service the needs of the members of Basketball Queensland by: Maintaining national links and provide communication structures between all levels across the State. Providing strong State leadership through strategic planning, quality management and ensuring financial viability of the sport. Providing leadership and co-ordination of State Competitions (Queensland Basketball League (QBL) and Junior State Championships) and co-ordinate State teams for Australian Junior Championships. Promoting the sport of basketball throughout Queensland. Developing participation programs and coordinating special events Delivering a High Performance development framework (National Performance Program, State Performance Program and Future Development Program) Providing education and development opportunities for officials, coaches, and administrators. Develop products and services to support business growth and development of Associations in the areas of: - Volunteer management - Government funding - Financial management - Website Management - Policy development - Risk management - Member Protection - Operational planning - Marketing - Database Management 9

10 Basketball Queensland Draft 2017 to 2019 Strategic Plan Strategic Priorities Vision and Mission Strategic Priorities Summary Our Vision For basketball in Queensland to be an innovative, unified and inclusive sport recognised by the broader Queensland community as a leader in sports delivery and development and as part of the national basketball community. Our Mission To provide leadership and a state-wide framework that enables everyone to grow, develop and participate in the sport of basketball throughout Queensland and open the door to national and international opportunities. 1. Grow To raise the profile of the sport to assist in the growth of the number of participants involved with basketball throughout Queensland and to ensure the Basketball Queensland database records all levels of engagement in basketball, to promote, influence and measure an increased level of participation. 2. Develop To continue to identify and develop our players, coaches, officials and administrators to improve the immediate and longer term success of basketball in Queensland 3. Build To build the capacity for basketball in Queensland to grow and deliver professional and highly regarded competitions which provide opportunities for Queenslanders to participate in basketball at all levels. 4. Lead To lead a unified sport through clear governance structures and managment, transparent processes and strategic objectives.

11 Basketball Queensland Draft 2017 to 2019 Strategic Plan Strategic Objectives Strategic Priority 1. Grow 2. Develop 3. Build 4. Lead Objectives 1.1. Increase the number of registered participants engaged in basketball 1.2. Increase the number of female participants engaged in basketball 1.3. Increase stakeholder engagement both at a State and Association level through continued improvement in the use of digital platforms to assist in the retention of participants 1.4. Increase participation in BQ competitions where possible to ensure continued financial viability and to provide a pathway from grassroots to elite Improve the skills of basketball players throughout Queensland 2.2. Improve the quality of basketball coaches throughout Queensland 2.3. Improve the quality of basketball referees and referee coaches throughout Queensland 2.4. Improve the quality of basketball score-bench officials and statisticians throughout Queensland 2.5. Improve the skills of BQ member association volunteers and staff to improve the management, governance and use of technology to enhance the delivery of services of basketball associations throughout Queensland 2.6. Improve the skills of the BQ Board and staff to improve the governance and management of Basketball Queensland 3.1. Increase the number of accredited basketball coaches at all levels Increase the number of accredited basketball referees and referee coaches 3.3. Increase the number of accredited basketball score-bench officials and statisticians 3.4. Increase the number of indoor sporting facilities for basketball use throughout Queensland 3.5. Increase revenue from activities which produce cash or in-kind, budget-relieving measures Unify basketball in Queensland with common goals and strategies across all levels of the sport 4.2. Review and update by-laws and board policies and procedures to ensure continued compliance with all legislative requirements and improve governance 4.3. Transparency in all decisions relevant to stakeholders 4.4. BQ to exemplify a culture of providing quality service to customers 4.5. BQ to lead initiatives which demonstrate and promote gender equity 11

12 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure 1. GROW 1.1. Increase the number of registered participants engaged in basketball Trial the expansion of the number of Aussie Hoops Centres in a cost effective manner through the introduction of Basketball Queensland Part-Time Aussie Hoops Coordinators in two regions with the greatest potential for growth Review the results of the trial in conjunction with associations at the end of 2017 to determine the most appropriate strategy for 2018 and 2019 Promote involvement in basketball through digital marketing campaigns targeting peak times of the year in various regions throughout Queensland Follow the lead set by Basketball Australia in the establishment of 3X3 competitions/tournaments a) The number of registered participants grows by 5% per annum b) 5,000 Aussie Hoops participants by Increase the number of female participants engaged in basketball Where possible conduct separate Aussie Hoops programs for boys and girls Conduct development activities for Under 14 girls to lift their skills and confidence so that they remain in basketball Increase interest in the sport for women aged 18 to 35 through social competitions Conduct development activities for coaches of women and girls a) The number of female participants increases by 3% each year 12

13 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure GROW (CONT) 1.3. Increase stakeholder engagement both at a State and Association level through continued improvement in the use of digital platforms to assist in the retention of participants Continue to regularly post stories to all social media platforms (Facebook, Twitter, Google+, Instagram and LinkedIn) as per the social media plan Boost the number of view of our posts through the use of Promoted Posts and Facebook ads Deliver social media training to affiliated associations to develop their skills in the use of this media Further develop the use of the BQ mobile app, continue to develop GEO targeted promotions and engagement at competitions Increase effectiveness of websites, content marketing and natural search Maintain the e-newsletter distribution every two months a) 20% growth in the number of fans of our social media sites each year b) 10% growth in the number people who have downloaded the BQ App each year c) 400,000 visitors per annum to the BQ websites by 2019 d) e-newsletter distributed every two months to 45,000 people with a unique viewer rate of at least 20% by Increase participation in BQ competitions where possible to ensure continued financial viability and to provide a pathway from grassroots to elite. Review BQ competitions annually to ensure that they meet the expectations of the participants and adjust where appropriate Deliver the Pan Pacific Masters Tournament biennially Ensure that the standard of officiating is appropriate to the competitions Ensure that all coaches of teams competing in BQ competitions have appropriate accreditation levels Maximise the use of technology in the delivery of competitions Ensure that competition rules promote and deliver a level playing field for all competing associations a) The number of teams participating in BQ competitions is greater than the previous year in each year of the planning cycle b) The competitions are financially viable 13

14 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure 2. DEVELOP 2.1. Improve the skills of basketball players throughout Queensland Continue to refine the High Performance Development Programs: o Future Development Program (FDP) o State Performance Program (SPP) o National Performance Program (NPP) Robust talent ID processes for the FDP, SPP and NPP To assist in the prevention of overuse injuries, NPP moved to a lower age group athletes aged 13 to 15. Older athletes to be catered for through WNBL and NBL academies as well as QBL and SBL programs Individual performance plan for every athlete in the NPP and the program maintains the current level of athlete support Emerging Team program continues to send teams to the USA each year Provide information and training to athletes and parents in relation to athlete welfare so that the risk of injury from overuse are minimised. Minimise overuse injuries in junior athletes the minimum age set for QBL and SBL set to athletes turning 16 in the year of competition Provide development opportunities for the coaches within the BQ development programs Introduce a technology solution to more objectively select representative teams, streamline the selection process and provide feedback to athletes. a) Queensland State teams win at least one medal at each Australian Junior Championships (AJC s) b) No Queensland athlete is unable to compete at an AJC due to an overuse injury c) At least 60 athletes selected to the FDP each year d) 10 Emerging teams compete in tournaments in the USA e) Able to nominate State Teams to all Australian Junior Championships each year f) Six (6) QLD athletes selected to Australian Development Camps (ADC s), g) Four (4) QLD athletes selected to Australian Teams h) Four (4) athletes awarded scholarships to the Centre of Excellence (COE) i) Athlete selection tool introduced for all State Teams 14

15 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure DEVELOP (CONT) 2.2. Improve the quality of basketball coaches throughout Queensland Finalise the development of the BQ Coaches App and market to coaches and associations to maximise its use. Maintain sufficient Accredited Association Coaching Educators to meet demand Utilise the FDP and SPP to assist in the development of coaches Continue to conduct a Coaches Academy to fast track the development of coaches with the greatest potential Conduct regular conferences and workshops at associations for coaches Encourage associations to invest in coach development through the development of resources and support of association Coach Coordinators Conduct workshops to build the confidence of female coaches to encourage them to apply for positions as the Head Coach of State Teams a) 2,000 people have downloaded the BQ Coaches App by 2019 b) Maintain at least 20 accredited Association Coaching Educators every year c) At least 30 coaches participate in the FDP each year d) At least three suitable applicants for every State Team head coaching position e) Every State team has a Head Coach, Assistant Coach and a Development Coach f) 75% of the Under 16 and 18 State Teams have a Mentor Coach g) At least 12 coaches participate in the coaches academy at each intake h) 60% of coaches who participated in the Coaches Academy are actively coaching in SPP or QBL i) At least 25 coaching workshops conducted at associations each year j) An annual coaches conferences conducted each year with at least 100 coaches in attendance k) 15 Associations appoint a coaching coordinator by 2019 l) One workshop to build the confidence of female coaches is conducted during the planning cycle and further workshops conducted if required 15

16 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure DEVELOP (CONT) 2.3. Improve the quality of basketball referees and referee coaches throughout Queensland Development of association referee coordinators through regular review at associations and an annual referee conference Review of the current referee accreditation levels to ensure that the gap between each level is appropriate Use all BQ competitions to assist in the development of referees and referee coaches Meet with and formally review the performance of 18 affiliated association referee coordinators each year Conduct referee development activities to assist associations in the development of their referees a) Conduct an annual conference for association Referee Coordinators b) At least 100 referees and referee coaches attend the QBL conference each year c) 85% of all games played at Junior State Championships are critiqued by a referee coach d) There are sufficient suitably qualified referees to officiate at BQJBC, QNJBC, State Championships, SBL and QBL e) 18 affiliated association referee coordinators receive a review each year with all associations receiving at least two reviews during the planning cycle 2.4. Improve the quality of basketball scorebench officials and statisticians throughout Queensland Benchmark the number of score-bench officials and statisticians in Queensland Deliver introductory courses for score-bench in conjunction with all Junior State Championships Work with the score-bench and statistician committees to deliver training and development at an annual conference for these officials a) The number of qualified score-bench officials b) The number of qualified statisticians c) Scoretable performance at QBL games is critiqued d) Annual conference is delivered each year 16

17 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure DEVELOP (CONT) 2.5. Improve skills of BQ member association volunteers and staff to improve the management, governance and use of technology to enhance the delivery of services of basketball associations throughout Queensland Annual association administrators conference to provide training to associations in best practice administration of basketball associations (including governance, customer service, financial management, volunteer management and risk management) Purchase an on-line resource library to assist associations with best practice guidelines Conduct an annual workshop to develop the skills of staff and volunteers in the use of the association database and competition software Implement leadership training courses. One for women and another for men a) 18 associations represented at the Annual Administrators Conferences by 2019 b) 90% of associations have a Strategic plans and budget by 2019 c) The financial stability of associations as measured by review of the audited financial reports d) 20 associations attending the database and competition software workshop each year e) Women s and men s leadership training implemented 2.6. Improve the skills of the BQ Board and staff to improve the governance and management of Basketball Queensland External, independent review of Board governance practices conducted biennially Provide professional development opportunities to BQ Directors and staff to enhance their skills Develop a succession plan for Directors and senior staff a) Satisfactory results of the biennial Board governance practices review b) Professional Development plan for Board and Management devised and implemented c) Succession Plan devised and implemented for the BQ Board and senior staff 17

18 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure 3. BUILD 3.1. Increase the number of accredited basketball coaches at all levels Delivery of coach accreditation courses which are affordable and time effective a) At least 500 coaches attending coach accreditation courses annually 3.2. Increase the number of accredited basketball referees and referee coaches Delivery of referee accreditation courses Delivery of referee coach accreditation courses a) Build the number of participants attending referee accreditation courses to 530 per annum by 2019 b) Build the number of referee coaches attending referee accreditation courses to 30 per annum by Increase the number of accredited basketball score-bench officials and statisticians. Deliver of score-bench and statistician accreditation courses a) The number of qualified score-bench officials b) The number of qualified statisticians 3.4. Increase the number of indoor sporting facilities for basketball use throughout Queensland 3.5. Increase revenue from activities which produce cash or in-kind, budget-relieving measures. Produce and publish a State Facilities Plan to: o Capture demographics to show where indoor basketball facilities are most needed; o Provide financial modelling to determine the number of courts that are required in a stadium to make it economically viable; o Provide concept designs for stadiums of varying size which includes the minimum standards, footprint and cost. Grow non-basketball revenue through the expansion of advertising on all BQ websites Market the Coaches App to other States or BA Grow non-basketball revenue through further development of the partnership with the CIM Group to expand selling trophies to other organisations that just BQ Maintain sponsorship at $115,000p.a. a) An increase in the number of indoor facilities that can be accessed by affiliated basketball associations each year b) Generate $10,000 from website advertising by 2019 c) At least one other State using the Coaches App by 2019 d) Generate $10,000 from joint venture by 2019 e) Sponsorship of at least $115,000 per annum 18

19 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure 4. LEAD 4.1. Unify basketball in Queensland with common goals and strategies across all levels of the sport Through the continuation of the financial incentive scheme, encourage associations to develop budgets and strategic plans with objectives similar to those of Basketball Queensland (i.e. includes strategies related to growing participation, developing players, coaches and referees and engaging with their stakeholders) Provide financial management training to associations at regional and state conferences Assist associations in developing their strategic plans to ensure that all strategic plans are connected and assist in the achievement of the basketball in Queensland plan a) 20 affiliated association have strategic plans by 2019 b) All affiliated associations have a budget by Review and update by-laws and board policies and procedures to ensure continued compliance with all legislative requirements and improve governance Set a schedule for review of all by-laws, the Board Governance Manual and Board policies at least once during the planning cycle Review the Board meeting processes and procedures at least once each year a) All BQ by-laws and Board policies reviewed and amended (if required) at least once during this planning cycle b) BQ Governance Manual reviewed and amended if required) once during the planning cycle 4.3. Transparency in all decisions relevant to stakeholders Members are provided with an update of all major decision following Board meetings Conduct at least one Board meeting in a regional centre each year Chair and/or CEO meet with 15 affiliated associations each year to ensure that the BQ Board and Management have an understanding of the issues facing associations and associations understand BQ objectives and strategies. Meetings to be held with all affiliated associations twice during the planning cycle a) BQ Board updates provided to members as required b) BQ Board meeting conducted in a regional centre at least once each year c) At least 15 association meetings conducted each year with meetings conducted with all affiliated associations at least twice throughout the planning cycle 19

20 Strategic Priority Delivery Table Objectives Method of Delivery Success Measure LEAD 4.5. BQ to exemplify a culture of providing quality service to customers Focus BQ staff training on improving customer service Implement customer service training courses for staff of affiliated associations to assist in improving service at the coalface 360 Reviews of BQ line managers once during the planning cycle to gauge the level satisfaction from stakeholders and to identify learning opportunities for staff Hold group discussions with affiliated associations to explore new ideas and concepts, to determine issues and concerns to assist in early identification of problems so that they can be addressed and to promote networking among association personnel BQ staff to mentor association personnel to promote a service culture a) Customer service training for BQ staff conducted twice during the planning cycle b) Customer service training conducted for affiliated association staff once during the planning cycle c) Satisfactory results from 360 review of BQ line managers d) 2 group discussions to be held with affiliated association administrators each year 4.6. BQ to lead initiatives which demonstrate and promote gender equity Benchmark the current position within basketball in QLD Identify weaknesses and barriers and formulate strategies to address these a) Strategies to address gender equity issues devised and implemented by

21 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s GROW 1.1 Increase the number of registered participants engaged in basketball The number of registered participants at Affiliated Associations increased by 5% when compared to accredited Aussie Hoops Centres with 3,500 registered participants in the program Review the Aussie Hoops programs and determine the most appropriate strategies for future years The number of registered participants at Affiliated Associations increased by 5% when compared to 2017 New strategies adopted for participation growth The number of registered participants at Affiliated Associations increased by 5% when compared to 2018 New strategies adopted for participation growth 1.2 Increase the number of female participants engaged in basketball The number of registered female participants at Affiliated Associations increased by 3% when compared to ,200 registered girls in Aussie Hoops programs The number of registered female participants at Affiliated Associations increased by 3% when compared to ,300 registered girls in Aussie Hoops programs The number of registered female participants at Affiliated Associations increased by 3% when compared to ,400 registered girls in Aussie Hoops programs 1.3 Increase stakeholder engagement both at a State and Association level through continued improvement in the use of digital platforms to assist in the retention of participants 20% growth in the number of fans of our social media sites when compared to % growth in the number people who have downloaded the BQ App when compared to ,000 visitors to the BQ websites e-newsletter distributed every two months to 38,000 people with a unique viewer rate of at least 20% 20% growth in the number of fans of our social media sites when compared to % growth in the number people who have downloaded the BQ App when compared to ,000 visitors to the BQ websites e-newsletter distributed every two months to 39,000 people with a unique viewer rate of at least 20% 20% growth in the number of fans of our social media sites when compared to % growth in the number people who have downloaded the BQ App when compared to ,000 visitors to the BQ websites e-newsletter distributed every two months to 40,000 people with a unique viewer rate of at least 20% 21

22 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s 2019 GROW (CONT) 1.4 Increase participation in BQ competitions where possible to ensure continued financial The number of teams participating in BQ competitions: The number of teams participating in BQ competitions: viability and to provide a pathway from grassroots to elite Competition Team Numbers Competition Team Numbers Competition QBL 28 SBL 28 BQJBC 215 QNJBC 50 Jun State Champ 265 Champion School 124 All competitions create a net surplus QBL 30 SBL 30 BQJBC 220 QNJBC 51 Jun State Champ 270 Champion School 124 Pan Pac Masters 115 All competitions create a net surplus The number of teams participating in BQ competitions: Team Numbers QBL 30 SBL 30 BQJBC 225 QNJBC 52 Jun State Champ 275 Champion School 130 All competitions create a net surplus 22

23 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s DEVELOP 2.1 Improve the skills of basketball players throughout Queensland 60 athletes selected to the FDP 60 athletes selected to the FDP 10 Emerging Teams compete in tournaments in USA All 10 State Teams compete at AJC s Queensland State teams win at least one medal at each AJC No Queensland athlete is unable to compete at an AJC due to an overuse injury At least three suitable applicants apply for every State Team head coaching position. Six (6) QLD athletes selected to Australian Development Camps (ADC s), Four (4) QLD athletes selected to Australian Teams Four (4) athletes awarded scholarships to the Centre of Excellence (COE) Stage 1 of selection tool developed and tested 10 Emerging Teams compete in tournaments in USA All 10 State Teams compete at AJC s Queensland State teams win at least one medal at each AJC No Queensland athlete is unable to compete at an AJC due to an overuse injury At least three suitable applicants apply for every State Team head coaching position. Six (6) QLD athletes selected to Australian Development Camps (ADC s), Four (4) QLD athletes selected to Australian Teams Four (4) athletes awarded scholarships to the Centre of Excellence (COE) Selection Tool used for selection of all State Teams 60 athletes selected to the FDP 10 Emerging Teams compete in tournaments in USA All 10 State Teams compete at AJC s Queensland State teams win at least one medal at each AJC No Queensland athlete is unable to compete at an AJC due to an overuse injury At least three suitable applicants apply for every State Team head coaching position. Six (6) QLD athletes selected to Australian Development Camps (ADC s), Four (4) QLD athletes selected to Australian Teams Four (4) athletes awarded scholarships to the Centre of Excellence (COE) Selection Tool marketed to associations for use in their selection trials 23

24 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s 2019 DEVELOP (CONT) 2.2 Improve the quality of 1,500 people have downloaded the 1,800 people have downloaded the basketball coaches throughout Queensland BQ Coaches App BQ Coaches App BQ Coaches App There are 20 accredited Association Coaching Educators 30 coaches participate in the FDP At least three suitable applicants apply for every State Team head coaching position. Every State team has a Head Coach, Assistant Coach and a Development Coach 6 of the Under 16 and 18 State Teams have a Mentor Coach 13 coaches continue their participation in the coaches academy 60% of coaches who participated in the Coaches Academy are actively coaching in SPP or QBL 25 coaching workshops conducted at associations 100 coaches attend an annual coaches conferences 7 Associations appoint a coaching coordinator Conduct a workshop to build the confidence of female coaches to encourage them to apply for positions as the Head Coach of State Teams There are 20 accredited Association Coaching Educators 30 coaches participate in the FDP At least three suitable applicants apply for every State Team head coaching position. Every State team has a Head Coach, Assistant Coach and a Development Coach 6 of the Under 16 and 18 State Teams have a Mentor Coach 12 coaches participate in the new intake of coaches academy 60% of coaches who participated in the Coaches Academy are actively coaching in SPP or QBL 25 coaching workshops conducted at associations 100 coaches attend an annual coaches conferences 10 Associations appoint a coaching coordinator 10% of participants who attended the confidence building workshop for female coaches apply for State Team Head Coaching positions 2,000 people have downloaded the There are 20 accredited Association Coaching Educators 30 coaches participate in the FDP Every State team has a Head Coach, Assistant Coach and a Development Coach At least three suitable applicants apply for every State Team head coaching position. 6 of the Under 16 and 18 State Teams have a Mentor Coach 12 coaches continue their participation in the coaches academy 60% of coaches who participated in the Coaches Academy are actively coaching in SPP or QBL 25 coaching workshops conducted at associations 100 coaches attend an annual coaches conferences 15 Associations appoint a coaching coordinator 10% of participants who attended the confidence building workshop for female coaches apply for State Team Head Coaching positions 24

25 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s 2019 DEVELOP (CONT) 2.3 Improve the quality of basketball referees and referee 10 Association Referee Coordinators attend annual conference 14 Association Referee Coordinators attend annual conference coaches throughout Queensland 100 referees and referee coaches 100 referees and referee coaches attend the QBL conference 85% of all games played at Junior State Championships are critiqued by a referee coach There are sufficient suitably qualified referees to officiate at BQJBC, QNJBC, State Championships, SBL and QBL 18 Association Referee Development reviews conducted attend the QBL conference 85% of all games played at Junior State Championships are critiqued by a referee coach There are sufficient suitably qualified referees to officiate at BQJBC, QNJBC, State Championships, SBL and QBL 18 Association Referee Development reviews conducted ensuring that any association not reviewed in 2017 is reviewed 10 Association Referee Coordinators attend annual conference 100 referees and referee coaches attend the QBL conference 85% of all games played at Junior State Championships are critiqued by a referee coach There are sufficient suitably qualified referees to officiate at BQJBC, QNJBC, State Championships, SBL and QBL 18 Association Referee Development reviews conducted ensuring that all associations have received 2 reviews from 2017 to Improve the quality of basketball score-bench officials and statisticians throughout Queensland Benchmarking of score-bench officials and statisticians completed Determine targets for following years Annual conference conducted 10% of score-bench officials performance at QBL games critiqued Meet target for scorebench officials and statisticians set in 2017 Annual conference conducted 15% of score-bench officials performance at QBL games critiqued Meet target for scorebench officials and statisticians set in 2018 Annual conference conducted 20% of score-bench officials performance at QBL games critiqued 25

26 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s 2019 DEVELOP (CONT) 2.5 Improve the skills of BQ member association volunteers 17 associations represented at the Annual Administrators Conferences 18 associations represented at the Annual Administrators Conferences and staff to improve the 15 associations have a Strategic plans 18 associations have a Strategic plans management and delivery of and budget and budget and budget services of basketball associations throughout Queensland The financial stability of associations as measured by review of the audited The financial stability of associations as measured by review of the audited financial reports 20 associations attending the database and competition software workshop financial reports 20 associations attending the database and competition software workshop 10 women attend leadership course 18 associations represented at the Annual Administrators Conferences 21 associations have a Strategic plans The financial stability of associations as measured by review of the audited financial reports 20 associations attending the database and competition software workshop 10 men attend leadership course 2.6 Improve the skills of the BQ Board and staff to improve the governance and management of Basketball Queensland Professional Development plan for Board and Management devised and implemented Succession Plan developed for the BQ Board Satisfactory results from biennial Board governance practices review Implementation of the Professional Development Plan for Board and Management continues Implementation of the Professional Development Plan for Board and Management continues 26

27 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s BUILD 3.1 Increase the number of accredited basketball coaches at all levels Coaching courses: o Level participants o Level 2 40 participants Coaching courses: o Level participants o Level 2 40 participants Coaching courses: o Level participants o Level 2 40 participants 3.2 Increase the number of accredited basketball referees and referee coaches Deliver referee accreditation courses: o Beginner participants o Development - 90 participants o Intermediate - 90 participants o State - 25 participants o Referee Coach - 10 Deliver referee accreditation courses: o Beginner participants o Development participants o Intermediate participants o State - 25 participants o Referee Coach - 15 Deliver referee accreditation courses: o Beginner participants o Development participants o Intermediate participants o State - 30 participants o Referee Coach Increase the number of accredited score-bench officials and statisticians Benchmark the number of accredited score-bench officials and statisticians in Queensland 3% increase in the number of accredited score-bench officials and statisticians when compared to % increase in the number of qualified score-bench officials and statisticians when compared to Increase the number of indoor sporting facilities for basketball use throughout QLD State Facilities Plan finalised and presented to Government 1 additional facilities project commenced 1 additional facilities projects commenced 3.5 Increase revenue from activities which produce cash or in-kind, budget relieving measures Generate $4,000 from website advertising Generate $5,000 from joint venture Sponsorship maintained at $115,000 Generate $7,500 from website advertising Generate $7,500 from joint venture Sponsorship of at least $115,000 Generate $10,000 from website advertising Generate $10,000 from joint venture Sponsorship of at least $115,000 27

28 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s LEAD 4.1 Unify basketball in Queensland 15 affiliated association have 18 affiliated association have with common goals and strategic plans strategic plans strategic plans strategies across all levels of the sport 18 affiliated associations have a budget 20 affiliated associations have a budget 20 affiliated association have 24 (all) affiliated associations have a budget 4.2 Review and update by-laws and board policies and procedures to ensure continued compliance with all legislative requirements and improve governance 33% of the Board policies are reviewed and amended where required The Governance Manual is reviewed and amended where required By-Laws are reviewed and amended where required A further 33% of the Board policies are reviewed and amended where required The balance of the Board policies reviewed and amended where required The Governance Manual is reviewed and amended where required 4.3 Transparency in all decisions relevant to stakeholders A summary of major Board decision is forwarded to member association following each Board meeting 1 Board meeting is conducted in regional Queensland Chair and/or CEO meet with 15 associations A summary of major Board decision is forwarded to member association following each Board meeting 1 Board meeting is conducted in regional Queensland Chair and/or CEO meet with 15 associations ensuring that affiliated association that meetings with all affiliated associations have been held during 2017 and 2018 A summary of major Board decision is forwarded to member association following each Board meeting 1 Board meeting is conducted in regional Queensland Chair and/or CEO meet with 15 associations ensuring that a meeting has been held twice with all affiliated associations during the three-year cycle. 28

29 Three Year Outcomes 3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence Three Year Objectives KPI s 2017 KPI s 2018 KPI s 2019 LEAD (CONT) 4.4 BQ to exemplify a culture of Customer service training conducted Customer service training conducted providing quality service to customers for BQ staff for affiliated association staff for BQ staff Satisfactory results from 360 review of CEO, General Manager - Game Development, Junior Participation Manager, Coach Development and Referee Development Manager 2 group discussion groups held with affiliated associations Satisfactory results from 360 review of Competition Manager - Junior, Central and South State Performance Managers and Accounts Manager 2 group discussion groups held with affiliated associations Customer service training conducted Satisfactory results from 360 review of General Manager, Operations and Competition Manager - Senior 2 group discussion groups held with affiliated associations 4.5 BQ to lead initiatives which demonstrate and promote gender equity Benchmark of gender equity position in BQ completed and strategies to address any deficiencies devised Strategies to address gender equity issues implemented Strategies to address gender equity issues implemented 29