STRATEGIC PLAN PROUDLY PRODUCED BY

Transcription

1 STRATEGIC PLAN PROUDLY PRODUCED BY

2 INTRODUCTION VISION: VOLLEYBALL IS A FUN, INCLUSIVE AND STRATEGIC SPORT THAT CREATES CHALLENGES IN AN ENVIRONMENT WHERE LASTING FRIENDSHIPS ARE MADE. A well-recognised brand in the NT CONTEMPORARY PROFILE QUALITY EVENTS Events to meet our participants needs Strong clubs, strong community involvement STRONG FOUNDATIONS PARTICIPATION AND PATHWAYS Lifelong participation with individuals achieving their potential By this we mean that volleyball is a sport that is accessible for all ages, abilities and an equal number of male and female participants. It is played by a diverse range of our community with teams made up of friends, family or new team members. The environment, no matter whether it is played indoor or outdoor, on sand or a hard court, provides challenges through the strategy required to compete, the personal challenge of fitness and the ongoing development of skills. It is a family sport of committed coaches, staff and volunteers who believe that lasting friendships are the most important. Volleyball, it s our sport; it s your sport. Volleyball NT aspires to be a peak body for all volleyball disciplines, being hard court, beach volleyball and indoor rebound. Volleyball NT believes it is best placed to take on a leadership role for the sport in the NT to grow participation, support clubs and encourage recreational participation and competitive competition across the community. The development and implementation of a strategic plan requires the involvement and collaboration of all stakeholders to be successful. Whilst it is the Strategic Roadmap for the Management Committee it also requires the clubs and members to understand its importance in developing the sport within the NT. This strategic plan provides Volleyball NT with clear strategic and operational initiatives to be working towards over the next 3 years. The strategic priorities of Strong Foundations, Participation and Pathways, Quality Events and Contemporary Profile are aligned to Volleyball Australia. This alignment is important as it ensures that the initiatives that the National Sporting Organisation is working towards can be easily linked to the developments and opportunities at the Territory level. Volleyball NT is looking forward to implementing this strategic plan with the support of its members and other key stakeholders, including businesses that promote and deliver volleyball programs.

3 OPERATIONAL IMPLEMENTATION The implementation of a Strategic Plan is of vital importance to ensure success. In organisations that are volunteer run this becomes of even more importance to guide the limited time, effort and resources of volunteers. An effort and expense vs reward score has been used for each operational initiative. This helps guide the Committee and provide a clear understanding of the low hanging fruit, i.e. those projects that are low effort or expense but high reward against those which require a more significant dedication of resourcing to ensure success. This is not a means for prioritising projects, but is rather a tool to be used by the Management Committee to direct and manage resources. A scale of High, Medium or Low is used to ascertain the effort and expense required to complete the initiative and similarly for the reward that will be gained as a result of it being completed. Coloured bars appear against each Operational Initiative to highlight the relative score: Low Effort/Expense; High Reward Medium Range Effort/Expense; Medium Reward High Effort/Expense; Medium/Low Reward

4 STRONG FOUNDATIONS 01 TO BUILD STRONG CLUB, AFFILIATE AND SPORT PROVIDERS WHO HAVE THE CAPACITY TO DELIVER A VALUE PROPOSITION TO THE COMMUNITY TO ENGAGE IN OUR SPORT. STRATEGIC INITIATIVE OPERATIONAL INITIATIVE SUCCESS MEASURES 1.1 Implement the new Volleyball Australia digital platform in order to standarise membership processes across the NT. Work with Volleyball Australia and Fortix to implement the digital platform. Provide training and assistance to VNT affiliates to implement the new processes. The new digital platform is implemented and all affiliates are using it to process memberships and products. Conduct regular communication to members through the digital platform. 1.2 Build the capacity of the member clubs and affiliates by implementing a Health check and Club and Association Development program. Assist the affiliates to conduct an Club and Association Health Check to understand the issues and weaknesses occuring at the club level around governance and strategic and operational development. Provide and facilitate club and association development and volunteer training to address the identified issues and weaknesses. Develop and implement an intrastate communication plan. A club and association development program is implemented and all actively engage. All clubs and associations have completed a Club and Association Health Check by December Volleyball NT and its affiliates agree on the strategic direction for the sport and issues are solved in an efficient manner. Develop an annual meeting schedule between Volleyball NT and its affiliates to discuss strategic direction and operational issues.

5 PARTICIPATION AND PATHWAYS 02 TO GROW PARTICIPATION THROUGH PROGRAMS THAT ALLOW FOR A LIFELONG PARTICIPATION IN THE SPORT AND FOSTERS TALENTED INDIVIDUALS TO ACHIEVE THEIR POTENTIAL. STRATEGIC INITIATIVE OPERATIONAL INITIATIVE SUCCESS MEASURES 2.1 Develop a participation strategy that is underpinned by consumer research and is supported by available resources including marketing to increase the reach of VNT across the participation pathway. Develop an implementation program for SpikeZone into urban, regional and remote areas of the NT. Increase the reach and engagement to regional and remote areas including linking to: - Sport Vouchers - Remote School attendance strategy - Exisiting networks Work closely with indoor beach commercial providers to develop a value proposition for association with VNT. SpikeZone is recognised and implemented in four regions in the NT. A Volleyball Australia supported Sporting Schools initiative is a part of the School Sport model for Regional and remote clubs and affiliates have annual visits by VNT staff and volunteers to increase their capacity. One junior program is delivered to Arnhemland in A retention rate of players each year can be measured through Fortix.

6 STRATEGIC INITIATIVE OPERATIONAL INITIATIVE SUCCESS MEASURES 2.2 Develop a coach and officials development program to increase the development of the sport. Understand the level of coach and officials education required to deliver the participation strategy. Review the gaps of coaches, officials and educators around the NT. There is one coach or officials course run in each club region per year. All active coaches and officials attend at least one professional development session per year. Develop a coach and officials education plan that increases the engagement of volunteer coaches and officials and the overall development of the sport. 2.3 Develop the sport pathway to foster talented individuals to achieve their potential. Develop a clear pathway for athletes to progress in the NT to national pathways. The athlete pathway is clearly defined for juniors and masters by the end of Develop a clear list of resources available to support the pathway for juniors and masters. The athlete pathway events are identified on the calender of events well in advance. Deliver the athlete development pathway across the NT. The athlete pathway training events are planned and conducted by qualified coaches.

7 QUALITY EVENTS 03 TO DELIVER A CALENDER OF EVENTS THAT FOSTER TEAMWORK AND SUCCESS, IN A FUN AND SOCIAL ENVIRONMENT. STRATEGIC INITIATIVE OPERATIONAL INITIATIVE SUCCESS MEASURES 3.1 Deliver a calender of events on the sport pathway, supported by clubs and affiliates, that allow individuals and teams to achieve success and be challenged. Develop an annual calender of events. Deliver an annual NT Championships. Develop the concept for an Arafura Cup and seek endorsement and support from partners for the concept. A finalised calender of events is available by December each year. The Championships are delivered from The Arafura Cup concept is developed for partner presentations from mid 2016 Develop the School Sport pathway including a Territory Schools Cup that links to the National Schools Cup. The School Sport Pathway events concept is developed for presentation to School Sport NT by mid Develop a calender of events for social events that engage clubs, affiliates and recreation and social volleyball providers. Develop closer relationships with recreation and social volleyball providers to increase the reach of VNT into the recreational market. Develop events that foster skill development to allow participants to have a more enjoyable experience. There is an increase in non-members engaging with VNT social events. Recreational and social volleyball providers see an increase in participant retention rates. Encourage each club and affilate to hold events that provide opportunities for social players to join. Deliver a Volleyball Triathlon concept that brings the three disciplines (rebound, indoor hardcourt, outdoor sand) together.

8 CONTEMPORARY PROFILE 04 TO DEVELOP A VISUAL BRAND FOR VOLLEYBALL IN THE NT THAT REFLECTS THE VISION AND PROVIDES OPPORTUNITIES FOR ONGOING INVESTMENT IN THE SPORT. STRATEGIC INITIATIVE OPERATIONAL INITIATIVE SUCCESS MEASURES 4.1 Develop a marketing strategy that promotes Volleyball as a fun sport, that has noncompetitive, social entry points. Recruit an individual with a strong Marketing background to assist with the development of the marketing strategy. There is a well implemented marketing strategy with ongoing advice from an individual with marketing skills. Develop a marketing strategy that links to the participation strategy.

9 PARTICIPATION PATHWAY PARTNERS RECREATIONAL ENGAGEMENT SPORT PATHWAY PARTNERS VA Affiliates ACTIVE LIFESTYLE SPORT RECREATION M VA Affiliates ASC E 2 ASC Clubs Commercial Centres E 1 NTG NTIS Community T 4 Sponsors Councils NTG T 3 Schools T 2 Sponsors T 1 F 3 F 2 F 1 FOUNDATION SKILLS MEMBERSHIP STRATEGY PARTICIPATION STRATEGY INFRASTRUCTURE AND RESOURCE STRATEGY COMMUNICATION AND MARKETING STRATEGY BUSINESS PLANS STRATEGIC AND GOVERNANCE FRAMEWORK