trategic Plan for Netball New Zealand Inc

trategic Plan for Netball New Zealand Inc. 2009 2012

A message from the CHIEF EXECUTIVE RAELENE CASTLE PROUD HISTORY Netball New Zealand is proud to embrace and broaden the remarkable history of Netball in New Zealand. A history that has made Netball the top women s sport in the country. Since its introduction to New Zealand in 1906 the sport has developed and embedded itself into the sporting culture of New Zealand. Netball has a strong tradition which over the years has continued to rise to new levels both on and off the court. Thousands of competitors take to the court on any given day to not only play Netball, but coach, umpire, administrate and spectate. New Zealand has produced some of the World s best Netballers and has always been a force to reckon with at an International Level. The skill level and integrity of the Silver Ferns and the accumulation of world titles and accolades has made the players local, national and International sporting heroes. A message from the CEO RECENT ACHIEVEMENTS Netball New Zealand was bold in 2008, introducing a new competition, The ANZ Championship, to Netball fans. The competition replaced the National Bank Cup and took Netball to a new semi-professional era. The decision proved to be wellfounded as the competition extended the Netball fan base in New Zealand and Australia and dramatically lifted the profile of Netball in Australasia. This success was largely due to the new format of five live games every weekend and especially Monday Night Netball. Another achievement was the launch of The Perry Foundation National Netball Champs which adopted a new format in 2008 to give players the opportunity to experience home and away games and more closely mirror the challenges that are asked of them in the ANZ Championship. In addition the introduction of the new commercial platform has allowed NNZ to maximize the commercial returns of its available properties and the organisation now has a sound base on which to continue to grow and develop Netball in New Zealand. NNZ welcomes New World as the new Elite Sponsor of Netball New Zealand who will work closely with us to develop the profile of the Silver Ferns. CURRENT ENVIRONMENT Netball New Zealand has a stable financial base however these are challenging times and a prudent financial approach and strong leadership at all levels of the game will need to be shown to ensure the game continues to flourish. THE ROLE OF THIS PLAN NNZ has faced a period of significant evolution over the last couple of years which has put both NNZ and the wider netball community under significant pressure. The Strategic Plan for 2009-2012 has more of a consolidation feel about it and is focused on further developing and consolidating the key building blocks of our sport. The plan is brave in the amount of significant pieces of work we want to deliver over the next four years but we believe it is achievable from a time, money and personnel perspective. In delivering this plan we believe we will meet the Mission and the Vision as stated and continue to grow the sport of Netball in New Zealand.

Positioning > Welcome to the Netball New Zealand (NNZ) strategic plan through to 2012! This plan sets out our key focus areas over this period and how we are going to go about achieving these. > The previous plan finished in 2008 and the new plan has been evolved over a number of months. The current environment for sport in New Zealand and netball in particular was reviewed and this analysis was used by Netball New Zealand Staff and the Board to develop this new plan. > In it s draft stages the plan was presented to Regions, Centres, Umpires, Coaches and Administrators for feedback. That feedback has been incorporated into this final document. > This is a working document and will be reviewed 6 monthly to ensure that Netball New Zealand is delivering on the plan that has been agreed. > The structure of The Game, The People and The Business has been retained from the Outside the Circle document as we believe it still strongly represents all the key elements in our Game today. > There are a number of large strategic pieces of work in the plan that will require the help and support of the wider netball community and NNZ believes that by working closely together to deliver this plan, Netball will continue to hold a strong place in NZ society and deliver on the Vision to be New Zealand s leading sport by 2020.

Mission: (Why we exist) To lead the sustainable growth of netball and its people. Vision: (What we aspire to) New Zealand s leading sport by 2020. We will know we have achieved this when we: 3 have won three back to back World Championships and Commonwealth Games 3 the ANZ Championship is fully professional 3 are the biggest participation sport and we offer opportunities for anyone who wants to participate 3 are viewed by the Netball community as adding value by being innovative, smart and professional 3 provide career opportunities, pathways and development so individuals have their own unique experience 3 ensure we have the physical infrastructure to meet the current and future needs of the game 3 have honest and effective communication channels at all levels of the game 3 are financially viable at all levels of the game and have strong and enduring commercial partnerships 3 have a consistently high and positive media profile 3 are maximising the benefits to Netball New Zealand of all versions of the game 3 are the number one spectator sport 3 are utilising new media opportunities to meet the future needs of netball fans 3 have high caliber and effective Boards through the Netball community 3 are engaging with IFNA in ways that enable us to influence the global growth of the game 3 have a desirable brand that retains the mana and heritage of the game

VALUES These values reflect the best of who we already are and challenge us to become the kind of organisation we know we are capable of being. Our values are supported by the behaviors we strive to demonstrate day to day. Courageous We: > are prepared to lead, even if that means that sometimes we are unpopular > innovate and are open to change > are not averse to challenging the status quo > think things through, take calculated risk and keep each other informed Committed We: > deliver high quality work but are low maintenance to work with > take responsibility for managing ourselves and our energy levels > are self-motivating not looking to others to take the initiative > are in it rather than being passengers Passionate We: > strive to the the best we can be > go above and beyond, always acting for the greater good of netball > maintaining our self-belief and trust in each other > take opportunities to have fun along the way Respectful We: > respect ourselves by being open and honest and saying what we need to say > respect the organisation by embracing challenge and being open to well-intentioned feedback > respect our mission by continuously developing ourselves and each other

OUTSIDE THE CIRCLE CHALLENGES Our People the PEOPLE Professional Landscape MISSION To lead the sustainable growth of Netball and its people VISION New Zealand s leading sport by 2020 CHALLENGES The Changing Face of Netball High Performance Alignment and Delivery Physical Infrastructure (Courts & Facilities) Financial Sustainability International Game the BUSINESS Netball Delivery Model the GAME CHALLENGES

CHALLENGES We have identified eight key challenges that we need to address to deliver on our mission and realise our vision. They are: The Game 1 The Changing Face of Netball Netball today is in a challenging environment where it is competing not only with other sports but also with many other forms of entertainment for people s time, money and commitment. This may lead to a reduction in participation, volunteering and further challenge the tradition of Netball on a Saturday. The grass roots game of netball needs to be flexible enough to meet the changing needs of its participants in terms of delivery, scheduling and forms of the game. 2 High Performance Alignment and Delivery The NNZ High Performance team needs to continue to push the boundaries to design and implement a High Performance Plan that will take the Silver Ferns to the dominant position in World Netball. There needs to be an alignment of this plan with Franchises and Regions and a seamless and easily identifiable pathway for players and coaches, to develop the relevant skills, from entry level through to high performance. 3 The International Game The international game suffers from lack of funding which leads to an inability to provide an agreed vision and a strategic approach to the development of the game. There has been a diminishing competitiveness in the international landscape over the last eight years. NNZ needs to continue to challenge IFNA on these issues. The PEOPLE 4 Attracting Quality People Due to the changing face of Netball there are changing requirements for people at all levels of the game, be that in administrating, coaching, umpiring and officiating. Netball needs to be seen as an attractive, efficient and forward thinking sport so as to continue to attract these quality people.

CHALLENGES 5 Professional Landscape As Netball moves into a professional era the challenge is to ensure that all aspects of the game are successful in this new environment. The areas of concern are the impact on players, regional and centre Netball, financial demands, sponsorship expectations and product saturation. NNZ needs to work with the relevant parties to develop solutions for these areas. The Business 6 Physical Infrastructure (Courts & Facilities) The main challenge is looking into the future and ensuring the physical infrastructure is available to enable netball to remain accessible, affordable and well maintained. There needs to be meaningful and consistent dialogue with Councils, Ministry of Education and Government from Netball New Zealand, the Regions and Centres in relation to the development and maintenance of infrastructure. 7 Financial Sustainability Netball New Zealand is not in control of all its revenue streams e.g. up to 25% of our funding is sourced from Trust Funds. This Trust funding is at risk due to a shrinking pool of funds, increased competition for those funds and changes to Government legislation. The contribution from SPARC is also outside of our direct control and could be altered with a change in strategy by a new Government. The current commercial relationships are strong however these will come under pressure from the changeable economic climate. As Netball moves into a semi-professional era the economic pressures of day-to-day running costs are increasing. Netball New Zealand needs to ensure the effective allocation of funds for the greatest return. 8 Netball Delivery Model Over the years NNZ has pushed the boundaries to ensure that the most efficient Netball delivery model was in place. The challenge is to investigate whether or not the current Governance, delivery and engagement model still meets the needs of the evolving landscape at all levels of the game in New Zealand.

15 The Changing Face of Netball Goal Key Success Factors Strategic Initiatives To provide relevant and compelling Netball experiences and ensure that Netball is affordable, accessible and easy to engage with. > Grow participation numbers in line with population growth by 5% per annum > Increase spectator base at all levels of the game by at least 15% 1.1 Lead the development of a national strategy to enable Netball to capture alternative forms of the game and widen our previously untapped audiences e.g, younger children, older women, mixed competitions etc. 1.2 Develop a strategy to ensure the closer alignment of schools, clubs and centres. 1.3 To work with the Netball Centres to ensure that some rules are relaxed to allow all who want to participate the opportunity to play the game while preserving our core values. 1.4 Research the spectator market to ensure that tickets to Test matches and ANZ Championship games are priced at affordable levels. 1.5 Work with TVNZ and SKY Television to develop strong promotional packages of the game coverage.

25 High Performance Alignment and Delivery Goal Key Success Factors Strategic Initiatives To work in partnership with the Franchises and Regions to align and deliver the High Performance Programmes. > All Franchises hold the view that they are in partnership with their regions and Netball New Zealand > All Regions hold the view that they are in partnership with Franchises and Netball New Zealand to achieve High Performance success > NNZ, Franchises and Regions achieve agreed high performance outcomes 2.1 Appoint Talent Development Manager to work with Regions and Franchise to lead partnership strategy. 2.2 Meet with Franchise and Regional personnel to identify needs and develop HP plans with agreed outcomes that include Talent Identification and development strategies for players (one player one plan), coaches and umpires. 2.3 Share at least 2 National initiatives with Franchises and regions each year. 2.4 At least one workshop to be held each year to develop High Performance capabilities in Regions and Franchises. 2.5 Use NNZ Council meetings each year to develop capabilities, address strategic issues and to strengthen HP alignment. 2.6 NNZ personnel to have regular contact as identified in each Region & Franchise HP Plan to support achievement of agreed outcomes. > National, Franchise & Regional High Performance plans are aligned

3 5 The International Game Goal Key Success Factors Strategic Initiatives To provide support and expertise to promote and influence the development of the game internationally. > NNZ CEO meets biannually with IFNA Board to discuss commercial innovations > NNZ funds a full-time Oceania Development Officer 3.1 NNZ CEO determines the best times to meet with IFNA key decision makers. 3.2 NNZ investigates option to secure funding for a full-time Oceania Development Officer. 3.3 NNZ works to identify a skilled group of people who have a desire to influence the game at an international level and ensure that these names are promoted within IFNA. > NNZ maintains a representative on IFNA Board and all advisory panels

45 Attract Quality People Goal Key Success Factors Strategic Initiatives To attract develop and retain a robust base of talented and committed staff and volunteers whether they are coaches, umpires, officials or administrators. > Have an accurate picture of all aspects of volunteering and its challenges and implement a program to address these > Attract a large pool of young people into umpiring and coaching > Have 3-4 coaches capable of coaching the Silver Ferns 4.1 Undertake a research programme to understand the numbers and issues of those who volunteer for Netball and develop a volunteer strategy to ensure we attract and retain sufficient volunteers. 4.2 Lead a project to ensure the growth, development and depth of capability of coaching and umpiring at all levels of the game that results in attracting new people into this area of our game. 4.3 Work closely with Regions and Centres to develop a programme that allows the current talent to be further developed and new talent uncovered to create a greater number of high quality coaches able to coach at a Regional level. 4.4 Review existing HR practices to ensure they can be used to identify career opportunities and support the personal development of our staff. > Have in place HR policies and practices that ensure the effective management and development of staff

5 The Professional Landscape Goal Key Success Factors Strategic Initiatives To ensure a smooth transition to growing a professional industry that continues to present a culture attractive to players, coaches, official and administrators as well as commercial partners and the public. > 80% of elite players* are fully professional** > Stronger relationship between NNZ, Franchises and the Players Association (NZNPA) ensures better professional development of players > Commercial Partners continue to increase their investment in Netball 5.1 Develop an educational programme in association with the NZNPA, for newly professional players. 5.2 Identify opportunities for career advancement and personal development for those who have chosen a career in professional netball. 5.3 Work closely with NNZ s commercial partners to develop programmes that bring direct benefit to their business. * Elite players ANZ Championship Players and above ** Fully professional Players who have the ability to earn enough money to live on.

6 Physical Infrastructure (Courts & Facilities) Goal Key Success Factors Strategic Initiatives To work with regions and centres to develop a 40 year blueprint for infrastructure requirements for Netball in New Zealand so that we can educate and influence Government and Councils to meet the game s future needs. > Every New Zealander to have access to a Netball facility within a reasonable distance from their home > NNZ, Regional and Centres provide to all Councils and relevant government agencies the blueprint for the development of Netball facilities > Netball is consulted before all new sports facilities are developed and finalised 6.1 Conduct a thorough needs analysis and develop a 40 year blueprint for the development of Netball facilities. 6.2 Host annual updates and situations reviews for Councils and relevant stakeholders to educate and grow relationships. 6.3 Work with a leading NZ Engineering firm to produce a Blueprint for Netball Court development that can be shared with all Councils and Government.

7 Financial Sustainability Goal Key Success Factors Strategic Initiatives To grow revenues and, with responsible financial management, provide an enduring future for Netball. > Reduce at risk revenue to less than 20% of total > Increase government funding by 20% > Grow the value of sponsorship/commercial revenue by 30% 7.1 Develop a common funding policy for Trust funding that supports the whole Netball community. 7.2 Create a forum to exchange best practice processes for revenue generation and prudent financial management at all levels of the game. 7.3 Develop new revenue ideas that allow all elements of the NNZ and Silver Fern brand to be leveraged.

8 Netball Delivery Model Goal Key Success Factors Strategic Initiatives To have an efficient and effective model that supports and strengthens the delivery and growth of Netball throughout New Zealand. > 80% satisfaction rating for effectiveness of communication between NNZ, Regions and Centres > 80% satisfaction of netballers using Netball services 8.1 Task a working party to review the current structure and make recommendations to ensure the most effective governance, delivery and engagement model for Netball. 8.2 Complete a survey of Regional Managers and Netball Centres to understand the levels of satisfaction in the areas of communication and support. 8.3 Complete a survey of netballers to understand levels of satisfaction.

MARKETING Communications Manager: Kerry Manders Business Development Manager: Jenifer Hunt Communications Executive: Alex Spence Marketing Services Manager: Rachel Dainty Accountant: Claire Lister ADMINISTRATION Commercial Manager: Anne-Maree Broom Executive Assistant: Jennifer Alesich Receptionist/Accounts: Alexis Hunter Senior Event manager: Roseanne Murray Board OPERATIONS Operations Manager: Kate Agnew Event Manager: Jacqui Godfrey Events Coordinator: Rochelle Ellmers Chief Executive Raelene Castle Events/Special Projects (Part-time): Chris Tennant Maori Development Te Kaihautu Coordinator: Briar Martindale NNZ President NETBALL DEVELOPMENT Netball Development Manager: TBC Game Development Administrator: Gemma Ryan Umpire Development: TBC 1 x NetballSmart personnel reports to the Netball Development Manager Talent I.D. & Development Manager: Leigh Gibbs High performance Umpire Development: TBC Coachforce: 4 x Contractors HIGH PERFORMANCE High Performance Director: Tracey Fear Silver Ferns Coach: Ruth Aitken High Performance Manager: TBC Silver Ferns Administrator: Esther Melville National Squads Administrator: Jessica Perillo Netball New Zealand Organisational Structure

145 Manukau Road, Epsom, Auckland; PO Box 99710, Newmarket, Auckland 1149, New Zealand T: 64-9-623 3200 www.netballnz.co.nz Graphic Design: GWDesign Ltd / Photography: Michael Bradley