Dragon Boating WAStrategic Plan

2017-2020

October 2016 www.dragonboatingwa.asn.au

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IntroductionDragon boating has a proud history steeped in tradition, culture and competition paddling, having extensive national and international representation.

In Western Australia DBWA evolved from its predecessors with beginnings in the 1980’s. In 2005 membership stood at 189 paddlers and volunteers by 2007 this had grown to 310 and by July 2016 over 400. DBWA must build on and maintain this level of growth to capitalise on recent successes in competition and provision of facilities. We have a long way to go to equal the participation rate attained by the generally more successful Eastern States associations.

This strategic plan plays an integral role in managing the future direction of DBWA and achieving its goals over the next three (3) years. The Board and clubs will use it extensively. When necessary, it will be modified to reflect the ongoing development and needs of the sport and DBWA.

Our visionProvide development, community involvement, participation and pathways for high performance for dragon boating in Western Australia.

Our missionDragon Boating WA Inc. (DBWA) is the State body responsible for the management, co-ordination, development, and promotion of dragon boat racing in Western Australia. To achieve our vision our service and programs are underpinned by the following strategic intentions.

Our strategic framework

Communicationand

marketingGovernance

Events andparticipation

Volunteers

Coaching and

development

Membershipdevelopment

Administration

Financialmanagement

DBWA

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Strategic intentions

Strategic area Goals

Administration • Effective and efficient administration in areas of organisational structure and professional conduct of DBWA.

• Ensure best practice in decision making management structure, processes and policies

• Maintain a membership database at state and club level.

• Reporting and communication systems between national and state bodies, clubs, members and other stakeholders.

Financial management • An annual financial operating surplus, a substantial part of which can be invested to fulfil the goals of DBWA.

• All financial management systems and policies and procedures are best practice.

Governance • To be recognised for organisational governance and best practice, particularly in the areas of financial and risk management, organisation culture and professional practice.

• Establish governance policies and processes that complement DBWA whilst remaining compliant with regulatory parties.

Membership development • To broaden and increase the participation base of Dragon Boating WA and its clubs, particularly through schools and junior paddlers.

• Support the establishment of new clubs in metropolitan and regional WA where clubs do not currently exist.

• Support all currently established clubs in their development within the community and in individual personal development of skills where applicable.

Communication and marketing

• To raise the profile of dragon boating through promotion, marketing and development of the cultural aspects within the community and stakeholders.

• To develop strategic partnerships with other water sports, as well as the corporate and public sectors in order to raise and manage developmental funds.

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Strategic area Goals

Coaching and development • To provide Level 1 and Level 2 coaching course to all members to gain personal growth and develop skills.

• Provide pathways for its members at state, national and international levels.

• Access to courses provided by Department of Sport and Recreation and other relevant training organisations relevant to clubs and dragon boating.

Events and participation • To provide broad-based participation, equity and access to all members.

• To provide fair and equitable racing at Grand Prix events and State Championships.

• Provide minimal and controlled risk environments for our members participating in DBWA sanctioned events.

Volunteers • To maintain a database of existing volunteers.

• Recruit volunteers through our members, partnerships with volunteering agencies and other like sports.

• Provide regular development programs with a special emphasis on our paddlers, officials & administrators.

OutcomesThe following outcomes reflect what the sport wants to achieve over the next 3 years:

• Financially self-sufficient and financially viable.

• Viable as a state sporting body and to be responsible, transparent, credible and well lead in the area of organisational governance.

• Increase membership, retain new paddlers and increase the number of clubs.

• Continue to have a junior racing division at regattas.

• Market DBWA and achieved broad levels of sponsorship within the sport;.

• Be highly rated by our customers by providing members with valued services for fees levied;.

• Uphold and protect the ‘cultural’ aspects of dragon boating.

• Provide a high standard of communication to members.

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Review of strategic planThe strategic plan will be monitored and reviewed by the DBWA Board on an annual basis after the end of each financial year in time to amend any priorities for the next 12 months.

The President and Administration Director, in accordance with the Constitution, have overall responsibility to members for the implementation and review of the strategic plan and other functions of DBWA.