squash victoria strategic plan 2014 - 2016 final draft no ... · ii. 10% increase in media profile...

Final draft; December 2013

Strategic Plan

2014 ‐ 2016

Squash Vic Strategic Plan 2014 – 16 Page i

Table of contents Introduction ................................................................................................................................................................. 1

Vision, mission and values .......................................................................................................................................... 1

Our Key Result Areas ................................................................................................................................................... 3

Outcomes ..................................................................................................................................................................... 4

Strategies and Performance Indicators ...................................................................................................................... 5

Events: Better events attended by more people ................................................................................................... 5

Outcome 1: Improve the appeal and conduct of all Squash Vic events .............................................................. 5

Outcome 2: Increase media exposure, corporate sponsorship and event reach ................................................ 5

Outcome 3: Increase competition participation and attendance ........................................................................ 5

Pathways: More opportunities, more programs, more national representatives ................................................ 6

Outcome 1: Grow an extensive network of capable, accredited and active coaches, officials and volunteers .. 6

Outcome 2: Implement a modern and appealing metropolitan competition framework .................................. 6

Outcome 3: Improve the performance and rankings of all high performance squads and athletes ................... 6

Participation: More people participating in squash and racquetball at all levels ................................................ 7

Outcome 1: Increase total participation through new program development ................................................... 7

Outcome 2: Improve the recruitment and retention of players, coaches, officials and volunteers ................... 7

Outcome 3: Increase the conversion rate of participants to social membership ................................................ 7

Club and Venue Development: Stronger clubs and better facilities ...................................................................... 8

Outcome 1: Increase the capability of clubs and venues to engage and inspire their communities .................. 8

Outcome 2: Improve access to quality affordable squash centres throughout Victoria ..................................... 8

Outcome 3: Strengthen relationships between stakeholders ............................................................................. 8

Marketing and Communications: A strong brand and a well‐informed and engaged squash and racquetball

community ............................................................................................................................................................... 9

Outcome 1: Improve the brand equity of a united squash and racquetball community .................................... 9

Outcome 2: Improve market insights and understanding of distinct user group segments ............................... 9

Outcome 3: Increase awareness and satisfaction of Squash Vic activities and events ....................................... 9

Organisational Excellence: A stronger future for squash and racquetball in Victoria ........................................ 10

Outcome 1: Improve collaboration and consultation through structural reform ............................................. 10

Outcome 2: Build a strong and sustainable financial platform built from diverse revenue streams ................ 10

Outcome 3: Maintain outstanding organisational performance at Board, Management and staff levels ....... 10

Squash Vic Strategic Plan 2014 – 16 Page 1

Introduction

This Strategic Plan was formulated following an extensive analysis of the Victorian, Australian and international environment in which Squash Vic is currently operating.

The analysis involved consultation with a broad cross‐section of internal and external stakeholders and considered elements such as Squash Vic’s:

Overarching purpose, goals and values

Key activities

Key participant groups and stakeholders

Strengths, weaknesses, opportunities, threats and emerging trends

Past performance

The principal strategic issues identified by this analysis were as follows:

Australia’s changing demographics are impacting negatively on all but a small minority of sports that

dominate the sporting landscape.

The commercial viability of squash venues has been jeopardised by a gradual decline in competition

numbers and a failure to adapt business models to meet community needs.

Australia has failed to keep pace with other nations who have improved elite performance by investing in

participation and development programs, high quality facilities and high profile events.

Victoria is under‐represented in the national rankings; in particular, its junior players comprise only 7% of

those competing in Australian Junior Squash Tour events.

Measurement of outcomes in previous strategic plans has been severely hampered by imprecise metrics as

well as a lack of base level data and inadequate data collection processes, leading to a lack of clarity about

whether strategies are working or not.

The structural delivery of squash and racquetball in Victoria remains divided by factional groups based on

geography or function, that lack the cohesion, resources and oversight to implement coordinate successful

participation and marketing programs on a state‐wide scale, thereby compromising overall outcomes for

both sports.

The Board has set a clear long‐term vision for Squash Vic and has decided to focus on six Key Result Areas designed

to achieve the organisation’s vision. This is best summarised by the Pyramid of Strategic Priorities, where

organisational excellence underpins four critical areas for improvement. Clear strong marketing and communications

strategies assist the delivery of this improvement. The four areas are consistent with the National and other States’

strategic plans, which together should deliver better, more consistent outcomes for squash and racquetball in

Australia.


Vision, mission and values The vision, mission and values determine what Squash Vic wants to achieve, why it exists and what people can

expect from its stakeholders.

Our vision is our dream for the future of squash and racquetball in Victoria.

OUR VISION

Engaged Players. Strong Clubs. Great Venues. World Class Events.

Our purpose (mission) gives shape to our goals and our actions.

OUR PURPOSE

We will promote the sports of squash and racquetball as fun, healthy and progressive/accessible sports that can be enjoyed for life. We will do this by:

Providing a clear direction for our many associations, clubs and venues;

Developing and delivering innovative opportunities for participation at all levels; and

Creating accessible and inspirational pathways for players, coaches and officials to reach their potential.

Our values underpin the culture of Squash and Racquetball in Victoria.

OUR VALUES

We will, at all times, in dealing with stakeholders, partners and participants in the sports, act with integrity, respect and in the best interests of squash and racquetball. We embrace innovation, equality and excellence. We will strive to be accountable to our members, transparent and collaborative in our approach and aim to attain and uphold the highest professional standards across our many activities.


Our Key Result Areas

The Board has identified six Key Result Areas (KRAs) within the organisation that will contribute most significantly to

achieving the overall vision. Long‐term objectives are the results the organisation hopes to achieve when pursuing

its vision and mission over the life cycle of the Strategic Plan. Key drivers are the factors that impact on the successful

attainment of the objective.

KRA Long‐term objective Key drivers

Events

To oversee a meaningful event calendar with opportunities for all abilities to participate at an appropriate and appealing level; to run professional, well‐attended and profitable events.

Sponsor appeal

Marketing capability

Range of varied formats and levels

Professional event management

Geographic spread

Player and spectator demand

Appropriate facilities

Pathways

To support and deliver progressive pathways for the development of players, coaches and officials at all levels and assist aspiring athletes to reach their highest possible potential.

Programs for social players

Programs for High Performance

Coach and officials development

Training and competition opportunities

Program management, incl. athlete support

structures

Talent ID

Participation

To grow participation by developing a suite of innovative, inclusive programs and products and ensuring they are well promoted, implemented and resourced.

Target markets

Programs and products

Attracting new participants ‐ diversity

Player retention: converting participants to members

Club and Venue Development

To provide clubs with the support

and resources they need to grow in

strength and stature; to ensure new

and existing facilities are of the

highest possible standard in every

respect.

Positive relationships with all stakeholders

Quality and quantity of facilities

Club and venue capacity and capability

Relationships with LGAs and Gov’t

Capacity of volunteer workforce

Marketing and Communications

To ensure frequent, open, two‐way communication with engaged stakeholders and to promote squash and racquetball to the Victorian public.

Human and technical capability

Communications framework

Membership structure

Stakeholder satisfaction

Public perception

Organisational Excellence

To provide outstanding leadership and management and establish appropriate structures and practices to ensure the sports are in a better position at the end of the Plan than they were at the beginning.

Effective and contemporary constitution, systems and processes

Capable and engaged Board of Directors

Capable and motivated staff

Sound financial management, with diverse sources of funding

Relationships with internal and external bodies


Outcomes By 2016 we want to have achieved the following:

Better events attended by more people Improve the appeal and conduct of all Squash Vic events

Increase media exposure, corporate sponsorship and event reach

Increase competition participation and attendance

More opportunities, more programs, more national representatives Grow an extensive network of capable, accredited and active coaches, officials and volunteers

Implement a modern and appealing metropolitan competition framework

Improve the performance and rankings of all high performance squads and athletes

More people participating in squash and racquetball at all levels Increase total participation through new program development

Improve the recruitment and retention of players, coaches, officials and volunteers

Increase the conversion rate of participants to social membership

Stronger clubs and better facilities Increase the capability of clubs and venues to engage and inspire their communities

Improve access to quality affordable squash centres throughout Victoria

Strengthen relationships between stakeholders

A strong brand and a well‐informed and engaged squash and racquetball community Improve the brand equity of a united squash and racquetball community

Improve market insights and understanding of distinct user group segments

Increase awareness and satisfaction of Squash Vic activities and events

A stronger future for squash and racquetball in Victoria Improve collaboration and consultation through structural reform

Build a strong and sustainable financial platform from diverse revenue streams

Maintain outstanding organisational performance at Board, Management and staff levels


Strategies and Performance Indicators We will achieve the outcomes listed above by committing to the following initiatives and performance indicators.

All stated targets are to be achieved or exceeded by January 1, 2017.

Events: Better events attended by more people

Outcome 1: Improve the appeal and conduct of all Squash Vic events

Key strategies

i. Develop innovative and varied tournament formats for squash and racquetball

ii. Devise events to cater for a greater range of abilities across Victoria

iii. Develop the event management capability of key personnel and groups

iv. Implement appropriate technical and physical infrastructure necessary to host events

v. Evaluate and improve participant and spectator satisfaction at every event

Performance indicators

i. One new event format for squash and racquetball

ii. Tournament calendar approved and communicated to all members

iii. Conduct workshops for host venues and volunteers

iv. Develop event management manuals detailing full suite of standardised systems

v. 75% of participant and spectator feedback is positive

Outcome 2: Increase media exposure, corporate sponsorship and event reach

Key strategies

i. Establish and engage relationships with diverse media agencies

ii. Evaluate broadcasting and media options that maximise event reach and exposure

iii. Devise event sponsor benefits package and approach targeted and aligned organisations


i. Commitment obtained from five media partners to promote events

ii. 10% increase in media profile (print and digital)

iii. $20k in corporate event sponsorship received (excluding government funding)

Outcome 3: Increase competition participation and attendance

Key strategies

i. Increase the prize money available

ii. Host the Australian Open and invite high‐ranked professional players

iii. Appoint event ambassadors to promote events


i. Victoria hosts the wealthiest tournament in Australia

ii. 10 of the World’s top 40 ranked players attend the Australian Open

iii. Two local and two overseas athletes appointed as domestic and international ambassadors (equal male and

female representation)


Pathways: More opportunities, more programs, more national representatives

Outcome 1: Grow an extensive network of capable, accredited and active coaches, officials and volunteers

Key strategies

i. Provide regular, comprehensive and widespread coach and official training courses

ii. Devise a volunteer recruitment and retention strategy for clubs

iii. Analyse and ensure equal distribution of key personnel across all regions


i. 100 new coaches and officials accredited

ii. Each club recruits two new volunteers annually

iii. Appoint one regional official ambassador for each of four identified country regions

Outcome 2: Implement a modern and appealing metropolitan competition framework

Key strategies

i. Review and revise the State Grade pennant competition

ii. Devise and implement new competition formats

iii. Encourage and support clubs and venues to host a diverse range of tournaments


i. One new State Grade pennant idea implemented

ii. One new competition format trialled and reviewed

iii. Five new tournaments hosted by clubs

Outcome 3: Improve the performance and rankings of all high performance squads and athletes

Key strategies

i. Appoint Elite Performance Committee to advise the Board

ii. Build a strong network of support services for coaches and athletes

iii. Develop individual athlete management plans in partnership with coaches

iv. Develop talent identification programs


i. Committee establishes guiding principles and reviews program annually

ii. Strategic partnership established with at least one other sport

iii. 100% of Squash Vic Academy and Targeted Athlete Program athletes follow a personalised plan

iv. 50% increase in Junior Squad athletes


Participation: More people participating in squash and racquetball at all levels

Outcome 1: Increase total participation through new program development

Key strategies

i. Perform a customer segmentation analysis and devise corresponding distinct programs

ii. Develop and promote the diversity action plan

iii. Source and establish key partnerships with relevant support agencies

iv. Extend venue adoption of existing OzSquash and Hits & Giggles programs


i. Five new programs introduced, capturing 100 new players per program

ii. 25 venues deliver inclusive programs

iii. Four new programs developed with support agency partners

iv. 25 schools and 20 venues annually host OzSquash and Hits & Giggles programs respectively

Outcome 2: Improve the recruitment and retention of players, coaches, officials and volunteers

Key strategies

i. Encourage all clubs to offer a combination of squash and racquetball activities

ii. Develop engagement strategies for clubs to promote to members of all ages

iii. Develop a formal post‐program mentoring scheme to transition program participants into mainstream

competition and club activity

iv. Develop a volunteer recruitment and retention strategy


i. Every squash and racquetball club and player receives the event calendar

ii. Family‐friendly squash and racquetball open days hosted by 75% of clubs

iii. 50% of program participants remain active in the sport at the conclusion of their program

iv. Increase registered volunteers by 10%

Outcome 3: Increase the conversion rate of participants to social membership

Key strategies

i. Develop incentives for venues to gather and pass on social and in‐house participant data

ii. Grow the database of previous, present and potential squash and racquetball participants

iii. Perform an extensive participant data survey to investigate preferences, price points etc.

iv. Communicate the benefits of online registration to participants, clubs and venues


i. 50% of venues provide all social participant data

ii. Capture the names, phone numbers and email addresses of 10,000 individuals

iii. Membership growth of 10%

iv. 75% of competition participants register online


Club and Venue Development: Stronger clubs and better facilities

Outcome 1: Increase the capability of clubs and venues to engage and inspire their communities

Key strategies

i. Provide club development training based on results of RSA Club Help outcomes

ii. Incentivise clubs to implement and grow new Squash Vic branded programs

iii. Conduct extensive online user and participant surveys to establish customer satisfaction levels


i. Conduct three club development workshops annually, each attended by over 10 clubs

ii. 20 venues host more than three Squash Vic branded programs

iii. 75% of participants provide positive feedback about their squash and racquetball experience

Outcome 2: Improve access to quality affordable squash centres throughout Victoria

Key strategies

i. Increase collaboration with government agencies and structure regular contact

ii. Lobby and advocate for squash facility inclusion in multi‐sport venue developments

iii. Develop facility and business case studies for three distinct venue classifications

iv. Establish benchmarks for facility development and redevelopment for regional and metropolitan Victoria


i. 10% increase in government funding generated for facilities and events

ii. Squash facility pack presented to at least three LGAs annually

iii. Publish case studies on existing successful venues across Australia and the UK

iv. Implement the recommendations of the Regional and Metropolitan Facility Studies

Outcome 3: Strengthen relationships between stakeholders

Key strategies

i. Establish a club and venue operator forum to advise the Board on relevant matters

ii. Expand clubs’ and venues’ use of online systems and database management


i. Forums held three times annually, attended by representatives from 25 venues

ii. 50% of clubs and venues use systems and database management practices


Marketing and Communications: A strong brand and a well‐informed and engaged squash and

racquetball community

Outcome 1: Improve the brand equity of a united squash and racquetball community

Key strategies

i. Develop a new squash and racquetball brand identity

ii. Develop strategic partnerships, including brand ambassadors and cross‐sport promotions


i. Initiate the design of a new brand identity incorporating both sports

ii. Five brand ambassadors appointed

Outcome 2: Improve market insights and understanding of distinct user group segments

Key strategies

i. Improve data capture systems and processes

ii. Conduct a customer segmentation study


i. 50% of clubs and venues implement systems and database management practices

ii. Development of ‘typical player profiles’ for squash and racquetball

Outcome 3: Increase awareness and satisfaction of Squash Vic activities and events

Key strategies

i. Develop and implement a comprehensive marketing and communications strategy

ii. Boost social media profile

iii. Work with Squash Australia and other state associations for a unified ICT communications platform


i. Strategy approved and implemented

ii. Increase Facebook and twitter traffic to 5000 likes and 2500 followers respectively

iii. Increased brand penetration in five distinct target markets


Organisational Excellence: A stronger future for squash and racquetball in Victoria

Outcome 1: Improve collaboration and consultation through structural reform

Key strategies

i. Establish sub‐committees and working groups to engage stakeholders

ii. Regularly review the Constitution to ensure relevance and Australian Sports Commission best practice

governance principles

iii. Develop a full suite of appropriate organisational policies and procedures

iv. Develop strategic relationships with key internal and external bodies


i. Sub‐committees and working groups appointed and meeting schedule established

ii. Constitution reviewed annually

iii. Conduct an audit of existing policies and develop as required

iv. 75% of stakeholders describe their relationship as positive

Outcome 2: Build a strong and sustainable financial platform built from diverse revenue streams

Key strategies

i. Grow a solid financial platform

ii. Develop, evaluate and refine membership categories and benefits

iii. Maximise funding opportunities from government, Squash Australia and other organisations

iv. Seek new sponsorship agreements


i. Financial reserves of $25,000

ii. At least 50% of income is derived from membership

iii. Successfully apply for three grants annually

iv. Three new commercial sponsorships attained

Outcome 3: Maintain outstanding organisational performance at Board, Management and staff levels

Key strategies

i. Appoint a skills‐based Board and undertake annual skills analysis and performance assessment

ii. Review Board committees and other structures to ensure they contribute towards the stated vision

iii. Position the organisation as an employer of choice within the Victorian sports sector


i. Full Board elected and assessed annually

ii. Positive outcomes from executive performance reviews

iii. Clear performance targets established and suitable benefits for all employees and key personnel defined

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