Strategic and Operational Plan guidance for Continental Federations. Table Tennis. For all. For life.

Transcription

1 Strategic and Operatinal Plan guidance fr Cntinental Federatins Table Tennis. Fr all. Fr life.

2 ITTF What we d Cntents The Internatinal Table Tennis Federatin (ITTF) was funded in 1926 and is the wrld-gverning bdy f the sprt f Table Tennis. Our main functin is t gvern and develp the sprt fr the benefit f ver 30 millin cmpetitive players in all parts f the wrld, as well as representing ur 226 Member Assciatins. A glbal game 30+ millin cmpetitive players wrldwide. First and nly Internatinal Sprts Federatin t achieve 226 Natinal Assciatins, representing every cuntry and territry n earth. Events 120 internatinal turnaments supervised and sanctined annually by the ITTF. TV viewers f the Liebherr 2017 Wrld Champinships. ITTF event bradcast cntent reaches ver 170 cuntries, with ver half a billin peple watching Table Tennis at the 2016 Olympics. 355 millin Develpment 50,000 caches educated thrugh ur develpment prgrammes t date. 2.5 millin develpment activities run each year. peple invlved in ITTF CSR prjects. events in 96 cuntries n Wrld Table Tennis Day 2017, with 80,000 peple being invlved. INTRODUCTION 02 STRATEGIC PLAN DEVELOPMENT GUIDANCE What is a Strategic Plan? 04 Where d Cntinental Federatins want t get t? 06 - Visin, Missin and Strategic Pririties Where are Cntinental Federatins nw? 08 - Stakehlder and current situatin analysis Hw are Cntinental Federatins ging t get there? 10 - Objectives Hw t mnitr prgress? 12 - Pathways and key milestnes OPERATIONAL PLAN DEVELOPMENT GUIDANCE What is an Operatinal Plan? 14 What resurces are required t create and maintain an effective 15 Operatinal Plan? Wh manages and develps an Operatinal Plan? 15 What des an Operatinal Plan lk like? 16 MONITORING OF STRATEGIC AND OPERATIONAL PLANS Hw is an Operatinal Plan mnitred and updated? 18 What are the respnsibilities f the stakehlders f 19 the Cntinental Federatin? APPENDICES APPENDIX 1 STRATEGIC PLAN TEMPLATE 21 APPENDIX 2 KEY STAKEHOLDER SURVEY 29 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 1

3 A. STRATEGIC PLAN DEVELOPMENT GUIDANCE T make the ITTF Strategic Plan a success, the ITTF needs the assistance f all Cntinental Federatins help t deliver the Strategic pririties utlined in the strategy. The ITTF is cmmitted t cmmunicating with and supprting the develpment f all Cntinental Federatins. As part f this cmmitment, the ITTF wants t supprt Cntinental Federatins in develping their wn Strategic plans. These Cntinental Strategic plans will allw Cntinental Federatins t achieve their wn defined missins, strategic pririties and bjectives. Intrductin The guidance in this sectin will utline what a Strategic plan is and hw t develp a Strategic plan, including: Ways f understanding where a Cntinental Federatin wants t get t; Where Cntinental Federatins are nw? Hw Cntinental Federatins are ging t get there? Hw t mnitr key utcmes and assciated timelines? On 1st May 2018 at the Internatinal Table Tennis Federatin (ITTF) annual general meeting, ITTF members unanimusly agreed t the ITTF Strategic Plan The ITTF Strategic Plan will guide resurces and actins f the ITTF in the cming years t achieve the glbal table tennis visin: Table Tennis. Fr All. Fr Life. The ITTF Strategic Plan is underpinned by a dynamic Operatinal Plan which sets ut actins, targets and respnsibilities fr each f the bjectives cntained within it. Fllwing the apprval f the ITTF Strategic plan, the ITTF, assisted by prfessinal advisrs (Sprts Business Grup at Delitte), have created this guidance dcument t assist Cntinental Federatins in develping their wn Strategic and Operatinal Plans. The guidance cnsists f three elements: B. OPERATIONAL PLAN DEVELOPMENT GUIDANCE This sectin utlines what an Operatinal Plan is, hw ne can be develped, and hw an Operatinal Plan can assist in achieving the bjectives defined in the Cntinental Strategic Plan. C. MONITORING OF STRATEGIC AND OPERATIONAL PLANS This sectin highlights hw bth the Strategic and Operatinal Plans shuld be mnitred, and utlines the respnsibilities f key stakehlders t bth. As well as the guidance stated abve, the appendices include: Appendix 1 Strategic Plan template A template which can be used as a guide when develping yur Strategic Plan. This includes cntinental cnsideratin f the ITTF Strategic Plan bjectives and their ptential applicability. Appendix 2 Key stakehlder survey A survey designed t gather the pinins and views f key stakehlders with regard t the strategic directin f Cntinental table tennis, and.guidance n hw t cnduct a key stakehlder survey. 2 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 3

4 STRATEGIC PLAN DEVELOPMENT GUIDANCE What is a Strategic Plan? A Strategic plan is a prcess f defining the desired future fr an rganisatin and translating this visin int a series f bjectives and the steps required t achieve them. The diagram belw depicts the three majr elements f develping a Strategic Plan described in further detail in this guidance dcument: A Strategic plan typically cmprises f five key elements: VISION MISSION A visin is a high level statement describing where an rganisatin wants t be in the future and will help guide the develpment f the sprt and help it t achieve its gals. A missin statement utlines and explains the reasn fr an rganisatin s existence. It will prvide a fcus fr the rganisatin and will help management determine the strategic directin and the day t day activities. STRATEGIC PRIORITIES OBJECTIVES & KEY OUTCOMES (typically 5-10 per strategic pririty) Strategic pririties are the mst imprtant things t be achieved ver the duratin f a Strategic Plan. PATHWAY & KEY MILESTONES Objectives and key utcmes are required fr each strategic pririty area t allw day-t-day activities t be fcused n achieving defined strategic pririties. Pathway and key milestnes utline key achievements that are t be achieved by a certain time, ften shwn in timeline frm. It is best practice t have a strategic plan as a public dcument and cmmunicate its existence t key stakehlders. A Strategic plan is created and wned by the senir management f an rganisatin wh ften cnsult widely with all emplyees and the majr stakehlders f the rganisatin. When writing a Strategic plan, the Where we want t get t? (Sectin 2.2) and Where are we nw? (Sectin 2.3) elements have a significant level f verlap, as an understanding f an rganisatin s current situatin will infrm where they may want t get t. The duratin f Strategic Plans vary, but are typically between 4-6 years. The ITTF Strategic Plan is t STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 5

5 STRATEGIC PLAN DEVELOPMENT GUIDANCE Where d we want t get t? Visin, Missin and Strategic Pririties At the end f this sectin yu shuld understand and be able t define the visin, missin and strategic pririties f yur Cntinental Federatin, as well as understand methds f btaining the views f key stakehlders in cntinental table tennis. STRATEGIC PRIORITIES Cnsidering yur visin and missin, the next step in the prcess f creating a Strategic plan is t utline what yur strategic pririties are ging t be. A methd fr ding this is t cnsider the key themes frm the stakehlder analysis (see sectin 2.3) and grup them int tpic areas. The strategic pririty areas f the ITTF Strategic Plan will als be relevant and help t align yur Strategic Plan with the glbal strategy fr table tennis. The ITTF strategic pririties are: VISION AND MISSION A visin is a high level statement describing where an rganisatin wants t be in the future and will help guide the develpment f the sprt and help it t achieve its gals. The visin fr glbal Table Tennis is Table Tennis. Fr All. Fr Life. A missin statement shuld be a shrt statement which will prvide fcus fr the rganisatin and will help management determine the strategic directin and the day t day activities. T define the missin f a Cntinental Federatin, it is helpful t cnsider the purpse f the rganisatin. This can be achieved by thinking abut: What are yur cre values? What is yur rle in the sprt f table tennis? What d yu want t achieve? What d yur member Natinal Assciatins want t achieve? 1 2 ORGANISATION AND GOVERNANCE An rganisatin with decisin making structures, and plicies, t create a strng central gverning bdy, with sufficient resurces t perate effectively and cllabratively with Cntinental Federatins and Natinal Assciatins, acting transparently and with integrity in all that we d. HIGH PERFORMANCE AND DEVELOPMENT Engage with Cntinental Federatins, and supprt Natinal Assciatins, in the develpment f the next generatin f table tennis and Para table tennis players thrugh innvatin and implementatin f develpment initiatives fr players, caches, fficials and administratrs INTERNATIONAL EVENTS A cmpelling structure f successful and meaningful internatinal events that supprts the ITTF s gal f becming a tp Olympic sprt. PROMOTION Engage, entertain and excite peple abut table tennis utilising cmmunicatin and engagement thrugh traditinal and new media platfrms, prmting stars f the game and imprving the entertainment value f the sprt. REVENUE Increasing cmmercial revenue t supprt the strategic pririties, sustainability and grwth f table tennis at Wrld, Cntinental, and Natinal levels. The definitin f each strategic pririty area will vary frm cntinent t cntinent depending n specific needs and issues affecting each federatin. These specific needs can be identified thrugh understanding the needs f yur stakehlders and yur current situatin. 6 ITTF STRATEGIC PLAN STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 7

6 STRATEGIC PLAN DEVELOPMENT GUIDANCE Where are we nw? Stakehlder and current situatin analysis This sectin will assist yu with understanding where the rganisatin currently is and what actins need t be taken t achieve yur strategic pririties. STAKEHOLDER ANALYSIS In rder t define the missin and strategic pririties f the rganisatin, it is valuable t cnsult with key stakehlders t understand their thughts and pinins with regard t the future directin f the sprt and the pprtunities and challenges that the rganisatin is facing. Key stakehlders can include, but nt limited t: Cntinental Federatin representatives, Natinal Assciatins, turnament rganisers, cmmercial partners, prfessinal players, caches and fans. Belw are three methds that can be used t understand the views f yur key stakehlders: Stakehlder survey A stakehlder survey is a survey that is targeted at specific grups f peple whse views are very imprtant t the frmatin f the strategy. A sample stakehlder survey with questins designed specifically t be answered by key stakehlders f Cntinental Federatins, as well as guidance as t hw this survey can be cnducted, is set ut in appendix 2. Public survey A public survey is pen t anyne wh wishes t cmplete it. The infrmatin btained frm a public survey infrms strategy, as ppsed t asking participants t define the strategy. The advantage f this methd is that it prvide valuable behaviural data and prvide an pprtunity fr stakehlders t feel valued. The disadvantages are that it can be cmpleted by anyne and yu are unlikely t knw wh has answered the questins. It is suggested that a public survey is nt cnducted during the initial develpment f yur Strategic plan. including the views f fans and recreatinal players f table tennis. The ITTF can prvide each cntinent with a summary f the infrmatin btained frm this survey frm yur respective cntinental respndents (if the results are cnsidered rbust enugh). Fcus grups A fcus grup is a small and ften diverse grup f peple wh take part in pen discussin, with the grup being led by a facilitatr. Fcus grups are useful fr understanding the perceptins and pinins f different types f stakehlders wh may have ppsing r differing views, and may allw fr mre detailed discussin and feedback. Analysing results Thrugh analysing the views f yur stakehlders yu will be able t identify the key themes emerging which will assist yu in frming yur missin and strategic pririties. CURRENT SITUATION ANALYSIS SWOT analysis T help frmulate a picture f the current situatin, it is useful t carry ut a Strengths, Weaknesses, Opprtunities and Threats (SWOT) analysis cnsidering strategic pririty area. The results frm yurstakehlder analysis culd be used t assist yu with cnducting a SWOT analysis. Internal rigin (attributes f the rganisatin) External rigin (attributes f the envirnment) HELPFUL Strengths Opprtunities HARMFUL Weaknesses Threats Gap analysis A gap analysis is where an rganisatin cmpares its current situatin t the psitin where they desire t be. Cnsidering yur visin, missin, strategic pririties and SWOT analysis, it can be useful t understand what the key differences are between where yu are nw and the future state that yu have defined. A public stakehlder survey was cnducted fr the ITTF Strategic Plan with ver 2,300 respndents, 8 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 9

7 STRATEGIC PLAN DEVELOPMENT GUIDANCE Hw are Cntinental Federatins ging t get there? Objectives This sectin is a guide t frmulating a series f bjectives that will assist with achieving each strategic pririty. Whereas strategic pririties are quite brad, bjectives shuld be mre specific, clear and actinable. Objectives are therefre used as measurable steps twards achieving strategic pririties. Each strategic pririty is likely t have 5-10 bjectives supprting it. Identifying the bjectives required t achieve each strategic pririty will be infrmed by: Stakehlder analysis this will infrm yu with regard t what yur stakehlders see as the future directin f the rganisatin and what they think are the main pprtunities and challenges t table tennis in the cntinent. SWOT analysis this will help yu t understand what t keep ding, what t stp ding and what t start ding. Gap analysis will help yu understand the achievability f yur strategic pririties and the realistic timelines required t achieve them. Key cnsideratins are shwn n the next page t assist yu with frmulating yur bjectives. Further detail f ITTF Strategic Plan bjectives and their applicability can be fund in appendix 1. When frmulating each bjective it is best practice t ensure that each is SMART: S M A R T Specific the bjective is clear in what it is trying t achieve Measurable indicates the prgress f the bjective Assignable specifies wh is respnsible Relevant the bjective is aligned with the strategic aims f the rganisatin Time-based specifies when the bjective will be achieved Operatinal details assciated with each bjective are largely cntained in the Operatinal Plan. The level f detailed required fr the bjective in the Strategic plan will be less (see sectin 3). Sme bjectives will have mre tangible utcmes than thers which will be less tangible, therefre it may nt always be pssible fr all bjectives t have strictly defined measures. 1 ORGANISATION AND GOVERNANCE What rganisatinal design and structure will be required t ensure the necessary rles are in place t deliver the Strategic plan? Hw will yu ensure peple with the required capabilities are in place? Hw will yu create a culture in which staff/fficials are empwered and have the resurces t deliver the strategy and are held accuntable t their bjectives? What gvernance systems are required t ensure transparency in decisin-making thrughut the rganisatin? HIGH PERFORMANCE AND DEVELOPMENT What d yu want t achieve? E.g. increased participatin, imprvement by athletes frm yur cntinent at glbal events. Hw t link with ITTF high perfrmance and develpment prgrammes? D yu have any cuntries/regins that yu are trying t target? strategy and are held accuntable t their bjectives? What gvernance systems are required t ensure transparency in decisin-making thrughut the rganisatin? INTERNATIONAL EVENTS Hw can the Cntinental Federatin assist Natinal Assciatins with hsting events? Hw can yu grw the cmmercial and financial strength f cntinental events? What are the implicatins f a refrmed Wrld Table Tennis Champinships, including the expansin f participatin and impacts f specific regins? PROMOTION Hw d the Cntinental Federatin wrk best with the ITTF? What is the rle f the Cntinental Federatin in prmting table tennis? Hw can the Cntinental Federatin assist Natinal Assciatins? Are there specific Natinal Assciatins that present grwth pprtunities? Hw can specific events (prfessinal, participatin, TTX) prmte table tennis? REVENUE Hw des the Cntinental Federatin develp its cmmercial strategy, including benefitting frm the Cntinental Cmmercial Agreements with the ITTF? Hw can yu leverage events/leagues t generate revenues? Hw can the Cntinental Federatins assist Natinal Assciatins with generating revenue? 10 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 11

8 STRATEGIC PLAN DEVELOPMENT GUIDANCE Hw t mnitr prgress? Pathway and key milestnes Whilst the peratinal plan will frm the basis f hw the rganisatin will achieve its bjectives, a high level pathway and key milestnes may als be included within the Strategic Plan. An example timeline is shwn belw: MILESTONE 1 MILESTONE 2 MILESTONE 4 MILESTONE 6 MILESTONE MILESTONE 3 MILESTONE 5 MILESTONE 7 MILESTONE 9 Key milestnes are significant bjectives and utcmes which can be specifically measured at a given pint in time. An rganisatin shuld be able t measure hw successfully the Strategic plan is being implemented thrugh assessing whether the milestnes and key utcmes utlined in the Strategic plan are being achieved. Therefre, it is imprtant that key utcmes and milestnes are set s as t bth be ambitius and realistic. T d this yu will need t cnsider what resurces yu have available and hw yu will priritise and allcate these resurces. 12 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 13

9 CONTINENTAL OPERATIONAL PLAN DEVELOPMENT GUIDANCE What is an Operatinal Plan? An Operatinal Plan sets ut actins, targets and respnsibilities fr each f the bjectives stated in a Strategic plan. An Operatinal Plan will guide the effrt and resurces f a Cntinental Federatin t ensure that its bjectives are achieved. It is als t be utilised as a mnitring tl t ensure that a Cntinental Federatins is develping as it aims t. The belw diagram utlines hw an Operatinal Plan will underpin a Strategic Plan, and supprt develped bjectives and key utcmes, with a view t achieving a Cntinental Federatin s Missin and the visin fr table tennis: What resurces are required t create and maintain an effective Operatinal Plan? Staffing and financial resurces are the tw key resurces required t create and maintain an effective Operatinal Plan. The resurces (financial and human) available t a Cntinental Federatin will guide the level f detail required in the verall Operatinal Plan. It shuld be nted that creating and implementing an Operatinal Plan withut full time staff wuld be very challenging. Thrugh ITTF agreements and supprt, the ITTF envisins t supprt each cntinental federatin t further prfessinalise itself, thrugh prviding such supprt. VISION Wh manages and develps an Operatinal Plan? MISSION FIVE STRATEGIC PRIORITIES 55 OBJECTIVES AND 30 KEY OUTCOMES A Cntinental Federatin shuld appint ne persn (wh shuld be a prfessinal staff member invlved in the day-t-day management f the federatin, nt an elected fficial) wh is respnsible fr cllating and managing the Operatinal Plan develpment the Operatinal Plan lead. This individual will likely be supprted by several ther stakehlders (see sectin 4). PATHWAY AND KEY MILESTONES DYNAMIC OPERATIONAL PLAN 14 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 15

10 CONTINENTAL OPERATIONAL PLAN DEVELOPMENT GUIDANCE What des an Operatinal Plan lk like? The frmat f an Operatinal Plan shuld be based n the resurces and needs f each Cntinental Federatin. A functining Operatinal Plan may simply take the frm f an excel dcument, with a separate sectin fr each strategic pririty, with unifrm headings fr each. Alternatively, a prject management sftware culd be apprpriate if sufficient expertise is available, where the plan and assciated dcuments can be stred via clud based sftware. The ITTF uses Mnday.cm fr their Operatinal Plan. The relative prs and cns f each frm are shwn in brief belw: Each bjective shuld als be allcated an impact rating which highlights the ptential impact f the bjective being achieved, as well as an urgency rating which is intended t assist with the priritisatin f actins and resurces. The prgress against each actin shuld be mnitred by a RAG (red, amber, green) mnitring system, which will be used t update the apprpriate individuals abut the prgress against actins and bjectives as a whle. Belw is an example f hw an Operatinal Plan may lk in excel, and the level f detail which culd be included fr the actins against a certain bjective: SIMPLE EXCEL DOCUMENT PROJECT MANAGEMENT SOFTWARE PROS Inexpensive Widely used platfrm Easily understandable CONS Des nt allw fr simultaneus wrking Dcument management issues can arise PROS Allws fr simultaneus wrking Aids cllabratin f gegraphically spread staff Infrmatin easily accessible t all Visual planning Shared dcuments CONS Can be cstly Need t learn hw t use new sftware Need full time staff t btain full benefit The respnsibilities with regard t mnitring and updating the dcument are utlined later in this dcument. It is helpful t grup bjectives under the strategic pririties. Each bjective shuld have a series f actins/metrics which shuld aim t achieve the stated bjective within a given time perid. The persn respnsible fr each f the strategic pririty areas (the strategic pririty lead ) shuld be decided by the Operatinal Plan lead, and each lead is then respnsible fr develping actins/metrics against each specific bjective. Please nte that sme bjectives will be mre suited t having specific metrics, whereas the utcme f sme bjectives may be mre subjective and intangible. The prcess f creating metrics fr bjectives shuld be cnsidered carefully by the respnsible individuals. Each actin shuld have an assigned wner, wh will be respnsible fr executing actins in a timely manner, with a target cmpletin date assigned t each actin. The actin wner des nt have t be the strategic pririty lead, but rather shuld be the persn best placed t cmplete that actin. 16 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 17

11 MONITORING OF STRATEGIC AND OPERATIONAL PLANS Hw is an Operatinal Plan mnitred and updated? What are the respnsibilities f the stakehlders f the Cntinental Federatin? The cllective and individual wnership f the Strategic and Operatinal Plans is an imprtant element t the successful delivery f bth. Bth the Strategic Plan and Operatinal Plans shuld be cntinually mnitred and, where apprpriate, updated t ensure that they remain relevant. The Strategic and Operatinal Plan shuld be mnitred and updated by the fllwing: Operatinal Plan Lead There shuld be an internally appinted Operatinal Plan lead at the Cntinental Federatin. This persn shuld be respnsible fr rganising regular, ptentially quarterly, peratinal meetings with strategic pririty Champins (if apprpriate see belw), as well as any ther individuals required fr given meetings. Strategic Pririty Lead Where resurces allw, each strategic pririty shuld have a designated lead. In practice, fr the initial Strategic Plan, each pririty is likely t be managed by a single strategic pririty lead. This persn will be respnsible fr updating the Operatinal Plan, as well as delegating respnsibility fr certain actins where apprpriate. Actin Owners Owners f specific actins in the Operatinal Plan will be required t update their strategic pririty lead r Operatinal Plan lead every quarter n the prgress f their effrts. Where the respnsible persn is the strategic pririty lead, prgress shuld be cmmunicated at the peratinal meetings. Cntinental Federatin President The prgress n the develpment, mnitring and updating (where apprpriate) f the Operatinal Plan shuld be cnsidered n a six mnth basis. This shuld take the frm f a meeting, which shuld be attended by the Cntinental Federatin President, the strategic pririty lead and Operatinal Plan lead. The successful executin f a Strategic plan will require a cncerted effrt f all stakehlders f the sprt in the cntinent. This cncerted effrt is als applicable t the Operatinal Plan which shuld be used as a tl t mnitr, develp and adapt the prgress f a Strategic plan. Belw are the key stakehlders f yur Strategic and Operatinal Plans, as well as their respnsibilities with regard t them: It is recgnised that sme Cntinental Federatins d nt have existing management structures. It is anticipated that as table tennis grws in the Cntinents and glbally, there wuld be sufficient resurce t create apprpriate management structures. Cntinental Federatin General Assembly The Cntinental General Meeting shuld be infrmed f the prgress f the Strategic plan annually, with careful cnsideratin as t its prgress. Where apprpriate, changes t the Strategic plan culd be cnsidered by [Cntinental Federatin Management/Executive Cmmittee], with apprpriate changes being made t the Operatinal Plan. Cntinental Federatin Executive Cmmittee The Cntinental Federatin Executive Cmmittee shuld hld Cntinental Federatin Management/staff t accunt and mnitr the prgress f the Strategic and Operatinal Plan, prviding expertise and input where required. ITTF Cntinental Strategic and Operatinal Plans are wned by the Cntinental Federatin. Hwever, the ITTF Strategic Plan cmmits t greater cmmunicatin and investments in the cntinents t supprt the develpment f and implementatin f such plans. Natinal Assciatins Sme actins in the Operatinal Plan shuld relate t, r be actinable by, specific Natinal Assciatins. These specific Natinal Assciatins shuld be respnsible fr cmpleting said actins. The Natinal Assciatins are als respnsible fr wrking clsely with the Cntinental Federatin and the ITTF. 18 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS 19

12 Appendix 1 Strategic Plan Template This template can be used as a guide fr Cntinental Federatins when develping their wn Strategic plan. This template suggests 10 pages f cntent, but this can vary. The ITTF can prvide assistance in the graphic design f Cntinental Strategic Plans. In rder t assist Cntinental Federatins in aligning their bjectives with the verall ITTF Strategic Plan, bjectives frm the ITTF Strategic Plan which culd be applicable r tailred t Cntinental Federatins have been selected and cnsidered in each f the respective strategic pririty areas. Further guidance can be fund in sectin 2.2 and 2.4 f the Strategic and Operatinal Plan guidance fr Cntinental Federatins dcument. 20 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 1 - STRATEGIC PLAN TEMPLATE 21

13 Strategic Plan Template Page 0: Frnt Cver Page 1: Cntents Cntents f the Strategic plan shuld include: - Frewrd; - Visin, Missin and Values; - Strategic Pririties (and assciated bjectives); and - Pathway and key milestnes. Page 5: Organisatin and Gvernance ITTF Strategic Plan: An rganisatin with decisin making structures, and plicies, t create a strng central gverning bdy, with sufficient resurces t perate effectively and cllabratively with Cntinental Federatins and Natinal Assciatins, acting transparently and with integrity in all that we d. Page 2: Frewrd The frewrd shuld be cmpleted by the Cntinental President, giving an verview f their ambitins fr the Cntinental Federatin, as well as highlighting key elements f the Strategic Plan. If required, additinal cmmentary culd be added by an ITTF representative. Page 3: Visin, Missin and Values This page shuld present the glbal table tennis visin, as well as the missin and values f the Cntinental Federatin. The visin fr glbal table tennis is: Table Tennis. Fr All. Fr Life. Fr guidance n develping a missin and values, see sectin 2.2 f the Strategic and Operatinal Plan guidance fr Cntinental Federatins dcument. Page 4: Summary f strategic pririties This page utlines the narrative f each f the key strategic pririty areas f the Cntinental Federatin. The strategic pririties are likely t align with thse f the ITTF, hwever, the assciated narrative may be different. Fr guidance n strategic pririty cnsideratins, see sectin 2.2 f the Strategic and Operatinal Plan guidance fr Cntinental Federatins dcument. ITTF STRATEGIC PLAN OBJECTIVES Imprve and develp regular and cnstructive cmmunicatins between the ITTF, Cntinental Federatins, and Natinal Assciatins, t ensure that the glbal table tennis cmmunity is better cnnected and aligned. Cntinually review and analyse the key stakehlders f table tennis t identify their respective needs, and supprt Cntinental Federatins and Natinal Assciatins t ensure a cherent apprach t stakehlder management. Publish an annual activity reprt including financial infrmatin t the table tennis family. Develp a culture f diversity and gender equality at all levels f table tennis gvernance. Strengthen the capacities f Cntinental Federatins, and in turn their Natinal Assciatins, thrugh equitable investment, with clear accuntability fr recipients. Enhance the rganisatinal capacities f the ITTF, with a fcus n recruiting and retaining the best peple. Implement, mnitr, develp and adapt as required the ITTF Cde f Ethics t ensure the highest level f ethical principles in all aspects f the sprt. Equitable and transparent vting structures in all decisin making frums that are understd and trusted by all. COMMENTS Cntinental Federatins can have an bjective t imprve cmmunicatins between its key stakehlders, including Natinal Assciatins and the ITTF. An understanding f key stakehlders and their needs shuld help Cntinental Federatins better supprt and satisfy thse stakehlders. A shrt annual activity reprt can aid transparency, and can feed int the verall ITTF annual activity reprt. This bjective is applicable at all levels f all sprt, and is supprted by the Internatinal Olympic Cmmittee. Equitable investment and accuntability is imprtant at a Cntinental Federatin level: bth fr the investment it receives, as well as the investments which they make. Althugh Cntinental Federatins may be restrained by financial resurce, recruiting and retaining staff is key t lng term develpment. All Federatins shuld implement the apprpriate elements f the ITTF Cde f Ethics. Having equitable and transparent vting structures will ensure that the decisins f the Cntinental Federatin are bth trusted and credible. 22 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 1 - STRATEGIC PLAN TEMPLATE APPENDIX 1 - STRATEGIC PLAN TEMPLATE 23

14 Strategic Plan Template Page 6: High perfrmance and develpment Page 7: Internatinal Events ITTF Strategic Plan: Engage with Cntinental Federatins, and supprt Natinal Assciatins, in the develpment f the next generatin f table tennis and Para table tennis players thrugh innvatin and implementatin f develpment initiatives fr players, caches, fficials and administratrs. ITTF Strategic Plan: A cmpelling structure f successful and meaningful internatinal events that supprts the ITTF s gal f becming a tp Olympic sprt. ITTF STRATEGIC PLAN OBJECTIVES COMMENTS ITTF STRATEGIC PLAN OBJECTIVES COMMENTS Initiate and manage a diversified prtfli f prgrams and prjects that enables all prmising yung players the pprtunity t reach their full ptential. Nurture a high perfrmance mentality within the internatinal cmmunity thrugh the establishment f ITTF Centres f Excellence that prvide a high perfrmance envirnment t prvide identified players with the cnditins t becme wrld class athletes. Enable talented athletes and caches t reach their ptential thrugh the refinement f talent identificatin, selectin and develpment prgrammes in each cntinent. Establish Cntinental Develpment Centres, in cperatin with ITTF, which prvide identified talented athletes with regular access t high quality caching and act as a springbard t ITTF Centres f Excellence. Delivering targeted supprt t Natinal Assciatins thrugh Cntinental Agreements f Understanding using a cmprehensive and bjective needs based mdel that identifies Natinal Assciatin s individual develpment requirements. Creating inclusive pathways frm recreatinal participatin t club table tennis thrugh the establishment f strng links between schls and table tennis clubs and actively prmting pprtunities t play cmpetitively at table tennis clubs with a particular fcus n female and para players. Increasing the number and imprving the technical level and diversity f caches, fficials and administratrs. Prviding educatinal prgrammes that meet wrld class standards, which are accessible nline, and prvide pprtunities fr all stakehlders t further educate themselves abut table tennis players, caches, administratrs and fficials (including classifiers). Wrking twards these strategic bjectives will help Cntinental Federatins t develp a greater number and higher quality f elite players and thus are mre likely t have a greater representatin at majr turnaments. A greater number f tp players is likely t lead t greater interest in the sprt in the cntinent which may then lead t a greater player base and spnsrship interest. This area requires Cntinental Federatins t wrk very clsely with the ITTF. Cntinental Federatins shuld be cnsidering hw, wrking with the ITTF, they can tailr supprt t each Natinal Assciatin based n their needs. All Cntinental Federatins shuld fcus n develping club table tennis as this will lead t greater numbers f peple participating regularly in the sprt which in turn is likely t lead t a greater fan base fr the sprt and greater investment frm natinal Gvernments. These tw bjectives will assist in increasing the number and imprving the level f caches, fficials and rganisers f table tennis which will imprve the experience f recreatinal players. The ITTF will prvide significant central supprt in this respect. A clear and understandable cmpetitin calendar, frm natinal events thrugh t the Olympic Games, which is cnfirmed in suitable time with n cnflicting events, thrugh cllabrative and regular dialgue with Cntinental Federatins, Natinal Assciatins and club league s representatives. Ensuring that the best players are cnsistently playing in the mst imprtant events, which have a cmpelling structure in which every game matters. Develp a dynamic methd f establishing cntinental quta allcatin fr the Wrld Table Tennis Champinships, rewarding prgressin while ensuring all cntinents are represented. The strengthening and, if necessary, rerganising f Cntinental Champinships, als serving as the first stage f the Wrld Table Tennis Champinships, supprted by ITTF investment t enable greater Natinal Assciatin participatin. Financially sustainable events fr all stakehlders, which generate returns t reinvest in the grwth and develpment f the sprt. Create in-demand events that appeal t hst cities and cuntries, and cnvert t hsting fees when circumstances permit. A cmpetitin narrative acrss all turnaments that entices fans and grws attendances, as well as cmpelling stries that are attractive t fans, bradcasters and cmmercial partners. T grw the glbal visibility, expsure and ftprint f the sprt, and t shwcase players, creating heres at natinal and cntinental level. Create attractive, entertaining and exciting events that are engaging and relevant in lcal markets. Cntinental Federatins shuld cllabrate with all cmpetitin rganisers t ensure cntinental and natinal cmpetitins d nt cnflict with each ther. Cntinental Federatins shuld endeavur t have their best players at the mst imprtant cntinental events t increase their attractiveness t fans. Cntinental Federatins shuld input int the ITTF s quta allcatin decisin prcess and wrk with them t ensure Cntinental Champinships allw fr greater Natinal Assciatin participatin. Cntinental Federatins Strategic plans shuld wrk with the ITTF t understand hw Wrld Table Tennis Champinships are structured t gain maximum benefit frm the champinships expansin. Events at bth a cntinental and natinal level shuld aim t be sustainable. Aiming t have multiple bidders fr cntinental events shuld be an aspiratin fr Cntinental Federatins. A clear cntinental cmpetitin structure that is understd by all is likely t be mre attractive t fans and thus increase the table tennis fan base and turnament attendances. Hsting entertaining table tennis events with the best lcal players will attract the attentin f the media which will assist in grwing the visibility f the game. Cntinental Federatins shuld assist Natinal Assciatins with creating events that are relevant in their cuntries. 24 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 1 - STRATEGIC PLAN TEMPLATE APPENDIX 1 - STRATEGIC PLAN TEMPLATE 25

15 Strategic Plan Template Page 8: Prmtin Page 9: Revenue ITTF Strategic Plan: Engage, entertain and excite peple abut table tennis utilising cmmunicatin and engagement thrugh traditinal and new media platfrms, prmting stars f the game and imprving the entertainment value f the sprt. ITTF Strategic Plan: Increasing cmmercial revenue t supprt the strategic pririties, sustainability and grwth f table tennis at Wrld, Cntinental, and Natinal levels. ITTF STRATEGIC PLAN OBJECTIVES COMMENTS ITTF STRATEGIC PLAN OBJECTIVES COMMENTS Advcate table tennis as a sprt fr all, in particular thrugh the prmtin f the health and scial benefits f ur sprt. Develp and imprve the level f table tennis engagement n digital and scial media, assisting Cntinental Federatins and Natinal Assciatins t imprve their respective interactins with table tennis fans. Utilise events such as Wrld Table Tennis Day t increase awareness f all table tennis events, including key ITTF prducts, frm the Olympics thrugh t grassrts participatin. Prmte glbal stars f the game and lcal heres wh can becme husehld names and inspire the next generatin f table tennis players wh are able t make a career frm the sprt. Create a mre cmpelling spectacle f each ITTF event. Braden the sprt s appeal thrugh advcacy f TTX, increasing awareness f the game by using table tennis stars f the game t prmte it thrugh scial media and dedicated TTX events. Excite the table tennis cmmunity thrugh scial and technlgical innvatin. There are likely t be specific health/scial pprtunities in certain cntinental cuntries/ regins. Cntinents shuld leverage central ITTF expertise, and mix this with lcal input. All Cntinental Federatins shuld fcus n develping club table tennis as this will lead t greater numbers f peple participating regularly in the sprt which in turn is likely t lead t a greater fan base fr the sprt and greater investment frm natinal Gvernments. Cntinental Federatins can use and encurage Natinal Assciatins t use ITTF prducts t prmte the sprt. Federatins shuld play a majr rle in Wrld Table Tennis Day. Cntinental Federatins can adapt this t prmte the Cntinental stars f the game and t assist Natinal Assciatins in prmting their lcal heres. This can be applied t Cntinental Federatin events t increase the engagement f the event and the sprt. The best apprach t successfully develp TTX is likely t vary by cntinent, therefre cperatin with the ITTF will be imprtant. Cntinental Federatins shuld endeavur t utilise the mst recent technlgy t prmte table tennis. Develp best-in-class internatinal event structures t create greater media and spnsr interest, lcal and internatinal engagement, and increased cmmercial success. Creating a platfrm fr ur players t becme stars f the game, with glbal appeal t fans, media and brands thrugh engaging and extensive prmtin. Strengthen the cmmercial strategies f Cntinental Federatins and Natinal Assciatins thrugh Cntinental Cmmercialisatin Agreements and cntinued assistance and partnerships. Cllabrate with partners, including table tennis cmpanies, spnsrs, media and event Lcal Organising Cmmittees, t prduce engaging spnsrship activatin cntent, utilising multiple platfrms t successfully prmte partner brands and table tennis. Develp and manage a mdern and apprpriate bradcasting strategy that evlves with the changing bradcast landscape and that balances the need t generate revenue frm mre bradcasters with grwing the glbal reach f table tennis. Create new, innvative and flexible spnsrship prperties that build a quality prtfli f lcal, reginal and glbal spnsrs. Invest in marketing and cmmercial prgrammes t specifically engage yung peple by maximising table tennis n yuth rientated platfrms and channels. Build the TTX brand t create a cmmercially selfsufficient prduct, generating a new revenue surce fr the ITTF and its partners. Cntinental Federatins shuld lk t align their event structures with the internatinal calendar as this will generate greater fan and media engagement and spnsr interest. Thrugh engaging and entertaining events at a cntinental and natinal level, Cntinental Federatins can help increase the appeal f table tennis t fans acrss the cntinent. Cntinental Cmmercial Agreements will vary but all will be capable f develping specific revenue bjectives. Cntinental Federatins can increase the value f table tennis t spnsrs thrugh assisting them t develp spnsrship activatin pprtunities that will prmte their brand. The nature f the glbal media industry means the ITTF has a number f glbal bradcasting agreements, but Cntinental Federatins and Natinal Assciatins lcal bradcast relatinships and understanding will play an imprtant rle in evlving strategies. Cntinental Federatins can assist Natinal Assciatins with develping marketing and cmmercial prgrammes fr table tennis in their cuntry as well as engaging with reginal spnsrs that are relevant acrss many cuntries in their cntinent. Cmmercial Federatins can use TTX as a tailred way t generate greater revenues t reinvest int table tennis in their cntinent. 26 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 1 - STRATEGIC PLAN TEMPLATE APPENDIX 1 - STRATEGIC PLAN TEMPLATE 27

16 Strategic Plan Template Page 10: Pathway and Key Milestnes Once strategic pririties and assciated bjectives have been defined, Cntinental Federatins shuld create a timeline with key milestnes. This will prvide a high level methd f tracking prgress against the defined bjectives. Appendix 2 Key stakehlder survey Fr guidance n a pathway and key milestnes, see sectin 2.5 f the Strategic and Operatinal Plan guidance fr Cntinental Federatins dcument. Hw t run a stakehlder survey? TABLE TENNIS. FOR ALL. FOR LIFE. It is advised that the survey is cmpleted annymusly by selected key stakehlders. This is t ensure that the replies are as hnest as pssible which will be f greater use when using the infrmatin t guide and ppulate the Strategic Plan. This can be dne by using an nline survey hst. The ITTF can prvide guidance and assistance with this if required. Please nte that each Cntinental Federatin can tailr and add t the belw questins t ensure that it cllects the mst valuable and relevant infrmatin. Each Cntinental Federatin shuld decide what languages the survey will be prvided in. Where multiple language versins are planned, the survey shuld be fully develped in ne language befre translatin. This can reduce the likelihd f translatin errrs. Wh shuld cmplete the survey? This survey shuld be distributed t selected key stakehlders in table tennis in the cntinent, ptentially including but nt limited t: - Natinal Assciatin representatives (ne respnse per Natinal Assciatin is recmmended); - Senir Cntinental Federatin representatives; - Previus Lcal Organising Cmmittee heads wh have wrked with the Cntinental Federatins; and - Player representatives. Nte: this survey has nt been designed fr table tennis fans/recreatinal players. What t d nce data has been cllected? Once data has been received, the results shuld be cllated, with key themes and elements drawn ut thrugh analysis, then apprpriately reflected thrugh bjectives in the Strategic Plan. Cntinental Federatins can either chse t receive survey results directly and perfrm their wn analysis, r alternatively they culd use a third party. The ITTF culd assist in this prcess. 28 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 1 - STRATEGIC PLAN TEMPLATE STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 2 - KEY STAKEHOLDER SURVEY 29

17 Cntinental Federatin Strategic Plan Key stakehlder survey On 1st May 2018, the ITTF Strategic Plan was unanimusly apprved during the ITTF Annual General Meeting, with a visin fr glbal table tennis f Table Tennis. Fr All. Fr Life. In rder t maintain the mmentum f prgress and develpment twards this visin, we are nw lking t create a Strategic Plan fr [Cntinent A]. Yu have been selected t cmplete this survey given yur valued invlvement in table tennis at a Natinal, Cntinental and Internatinal level. Yur views will prvide input in t ur Strategic Plan develpment prcess. We wuld therefre like t invite yu t cmplete the fllwing survey [which will take arund 20 minutes t cmplete]. 1. Which f these describes yur invlvement in table tennis? Select all that apply: I wrk fr: a Natinal Assciatin, ITTF, Cntinental Federatin, a bdy invlved in rganising table tennis events, Other (Please state) 2. Hw lng have yu been invlved in table tennis? less than 2 years, 2 t 5 years, 6 t 10 years, 11 t 15 years, mre than 15 years 3. Hw much d yu knw f what ur Cntinental Federatin des? A lt, quite a lt, a little, very little, nthing 4. Hw much d yu knw f what the Internatinal Table Tennis Federatin (ITTF) des? A lt, quite a lt, a little, very little, nthing 5. Hw imprtant are the fllwing areas t yu? (Very imprtant, Quite imprtant, Neither imprtant nr unimprtant, Nt very imprtant, Nt at all imprtant, Dn t knw/n pinin) a. The Cntinental Federatin and Natinal Assciatins shuld fcus n increasing participatin in their cntinents/cuntries. b. Players frm a greater number f cuntries win majr cntinental table tennis events. c. There is a Cntinental events calendar that is easily understd and prvides a narrative fr the sprt. d. The Cntinental Federatin engages with yunger fans and players. e. The Cntinental Federatin prvides mre pprtunities fr disabled peple. f. There are mre cntinental table tennis. g. The level f gvernance within the Cntinental Federatin is imprved. h. The Cntinental Federatin prvides educatinal material fr players, caches & fficials. 6. What d yu think are the main areas where the Cntinental Federatin and Natinal Assciatins cntribute t each f the five ITTF key strategic pririty areas nted belw: a) Organisatin and gvernance: An rganisatin with decisin making structures, and plicies, t create a strng central gverning bdy, with sufficient resurces t perate effectively and cllabratively with Cntinental Federatins and Natinal Assciatins, acting transparently and with integrity in all that we d. (pen text) b) High perfrmance and develpment: Engage with Cntinental Federatins, and supprt Natinal Assciatins, in the develpment f the next generatin f table tennis and Para table tennis players thrugh innvatin and implementatin f develpment initiatives fr players, caches, fficials and administratrs. (pen text) c) Internatinal events: A cmpelling structure f successful and meaningful internatinal events that supprts the ITTF s gal f becming a tp Olympic sprt. (pen text) d) Prmtin: Engage, entertain and excite peple abut table tennis utilising cmmunicatin and engagement thrugh traditinal and new media platfrms, prmting stars f the game and imprving the entertainment value f the sprt.(pen text) e) Revenue: Increasing cmmercial revenue t supprt the strategic pririties, sustainability and grwth f table tennis at Wrld, Cntinental, and Natinal levels. (pen text) 7. What are the main achievements yu wuld like t see in Cntinental table tennis by 2024? (pen text) 30 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 2 - KEY STAKEHOLDER SURVEY APPENDIX 2 - KEY STAKEHOLDER SURVEY 31

18 Cntinental Federatin Strategic Plan Key stakehlder survey Questins fr thse wh wrk fr a Natinal Assciatin 8. What are the biggest challenges t grwing table tennis in yur regin/cuntry? (Please rank tp 5, with 1 being the mst imprtant) Insufficient club netwrk N r lw quality prfessinal table tennis events in ur regin Cmpetitin frm ther sprts Cmpetitin frm ther leisure activities Lack f facilities t play table tennis N/limited tp natinal players Dminance f internatinal cmpetitins by small number f cuntries Other (please specify): Questins fr all Nte: this sectin can be used fr specific Cntinental Federatin questins. 11. Please set ut any ther cmments yu think are relevant t the develpment f the Cntinental Strategic Plan (pen text) 12. Where d yu live? (Nte: This ptin is nt apprpriate if participant wishes t remain annymus). 9. What are the biggest pprtunities t grw table tennis in yur regin/cuntry? (Please rank tp 5, with 1 being the mst imprtant) Utilising the refrmed Wrld Champinships t braden participatin Use TTX t braden the appeal Imprve facilities Strengthen the club netwrk Develpment f lcal heres Mre develpment prgrammes Greater media cverage f table tennis Stage quality prfessinal table tennis events Other (please specify) 10. Hw wuld yu rate the level f supprt that the Cntinental Federatin prvides t yur rganisatin with regard t: Cach develpment and educatin High perfrmance player develpment Increasing table tennis participatin in yur cuntry/area Hsting internatinal/dmestic cmpetitins Engaging current table tennis fans Engaging ptential table tennis fans Regulating relatins with ther natinal and cntinental federatin Organisatin and gvernance 32 STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS STRATEGIC AND OPERATIONAL PLAN GUIDANCE FOR CONTINENTAL FEDERATIONS APPENDIX 2 - KEY STAKEHOLDER SURVEY APPENDIX 2 - KEY STAKEHOLDER SURVEY 33

19 Internatinal Table Tennis Federatin Avenue de Rhdanie Lausanne