BA STRATEGIC PLAN Presentation to BA Board Monday 20 June 2011

Transcription

1 BA STRATEGIC PLAN Presentation to BA Board Monday 20 June 2011

2 Strategy on a page 2011_2014 Vision Basketball Everyone s Game Mission To ignite Australia s passion for basketball through growth, success and unity Our Shared Values Unity Integrity Excellence Innovation Accessibility National Pride Three Year Outcomes Self-sustaining and commercial sport Increased player and spectator registrations and affiliations Increased participation and spectator involvement More international success Increased visibility of basketball in all media Improved unity and strategic alignment within the basketball community Strategic Priorities Marketing Create and leverage National Database International Success People and Facilities Integrated Inclusive Competition Cooperation & good Governance 2

3 BA Strategic Plan : Strategic Priorities VISION AND MISSION STRATEGIC PRIORITIES SUMMARY 1. Marketing To raise the profile of the sport in all forms of media and to increase the financial viability and sustainability through well co-ordinated commercial programs to attract government and private funding and support and to ignite an engagement in basketball by all Australians OUR VISION Basketball Everyone s Game 2. Create and Leverage National Database To establish an Australian Basketball Database that records all levels of engagement in basketball and to promote, influence and measure an increased level of engagement 3. International Success To continue to strive for international success in the immediate and longer term by having programs that allow the current teams and offshore players to succeed but also build programs that continue to deliver new talent OUR MISSION To ignite Australia s passion for basketball through growth, success and unity 4. People and Facilities To ensure the capacity for basketball to grow and deliver customer focussed opportunities for people to participate at all levels and to lead a national focus on the development of the workforce (paid and volunteer) and facilities necessary to conduct quality competitions 5. Integrated and Inclusive Competition To lead basketball in Australia to provide competitions that provide opportunities to participate for people at all levels of ability and to ensure that all competitions are integrated and provide a clear pathway for those wishing to pursue high performance development 6. Cooperation and Good Governance To continue to strive to unify the sport through clear governance structure and process as well as provide more structured access to communications through a developed communications plan 3

4 BA Strategic Plan : Strategic Objectives VISION AND MISSION STRATEGIC PRIORITIES OBJECTIVES 1. Marketing 1.1 Position basketball as a world sport with high participation and support in Australia 1.2 Build heroes in our elite leagues and competitions 1.3 Increase exposure in all media 1.4 Increase revenue across all properties 1.5 Build successful and financially sustainable NBL and WNBL competitions 1.6 Increase funding from all levels of Government OUR VISION 1.7 Create new commercial products Basketball Everyone s Game 2. Create and Leverage National Database 2.1 Establish the Australian Basketball Database that is usable by all stakeholders in accordance with agreed protocols 2.2 Develop programs/processes for communicating with all basketball fans 2.3 Commercialise opportunities via database membership 2.4 Influence and demonstrably measure an increase in the level of engagement by people in basketball OUR MISSION To ignite Australia s passion for basketball through growth, success and unity 3. International Success 3.1 All national teams in top 6 world ranking 3.2 Opals, Rollers, Gliders medals at World Championships and Olympic Games 3.3 Create opportunities for international games in Australia for Boomers and Opals 3.4 Provide opportunities for Australian players to develop their basketball to international standards and to derive successful careers in the NBA, WNBA and European leagues 3.5 Ensure the development of new talent through the provision of contemporary identification and development pathways and ignite the passion to play for their country 4

5 BA Strategic Plan : Strategic Objectives VISION AND MISSION STRATEGIC PRIORITIES OBJECTIVES 4. People and Facilities 4.1 Lead a national system for the recruitment and development of the basketball workforce (both volunteer and paid) 4.2 Develop a contemporary national system for the accreditation and development of basketball administrators, technical officials, coaches and managers 4.3 Lead a national focus to ensure the provision of facilities meets the needs of the sport OUR VISION 4.4 Develop best practice capacity for associations and clubs Basketball Everyone s Game OUR MISSION To ignite Australia s passion for basketball through growth, success and unity 5. Integrated Inclusive Competition 6. Cooperation and Good Governance 5.1 Provide an obvious and direct development pathway from grassroots to elite 5.2 Have all national competitions under the control of BA 5.3 Lead a national competition structure that provides appropriate levels of competition to meet all needs and abilities 5.4 Create an emotional ownership between grassroots and the elite players 6.1 Develop and agree a unified Strategic Plan for basketball in Australia 6.2 Have all shareholders strategic plans reflect the objectives of the strategic plan for basketball in Australia and identify their contribution to each of those objectives 6.3 Refine the membership and responsibilities of the Commissions to meet the needs of the sport and provide best practice leadership 6.4 Ensure that there is clear understanding of the contribution of each key stakeholder through signed agreements with each of them 6.5 Demonstrated alliance between state associations and NBL/WNBL teams 6.6 Refine communication strategy and delivery 6.7 Achieve fully independent and diverse board membership 6.8 Refine policies and procedures of BA to reflect the changing nature of the sporting landscape and employ the necessary resources to manage them 5

6 Strategic Priority Delivery Table Priority 1: Marketing Objectives Method of Delivery Success Measures 1.1 Position basketball as a world sport with high participation and support in Australia PR plan and engage resources Build media presence through stronger relationships Promote successes Develop and promote heroes Be a voice on issues with federal government and provide leadership to stakeholders to ensure a consistent message to all levels of government Capture database entries that reflect levels of engagement from all contact points Market Australian players who are playing overseas Sponsorship and government funding levels New products implemented 3on3 National Aussie Hoops brand encompassing all junior development programs (primary school age) NBL teams in all major population markets Increased media exposure as measured by Repucom and Media Monitors Increase consolidated revenue: - Sponsorship - Government funding - Media rights - Merchandise - National team properties Increase BA surplus: - Strengthen balance sheet / build reserves Increase profitable WNBL / NBL clubs financially sustainable basketball business More NBL teams Increase number of records in database generate revenue Increased brand recognition 1.2 Build heroes in our elite leagues and competitions Identify few and promote specifically Link heroes to grassroots programs Media campaigns Develop spokespeople on issues Promote overseas players Use of players in corporate and government partner marketing programs Develop players media capability Media monitoring Exposure in non sports media Degree of leveraging of partners to promote players 6

7 Strategic Priority Delivery Table Priority 1: Marketing Objectives Method of Delivery Success Measures 1.3 Increase exposure in all media 1.4 Increase revenue across all properties 1.5 Build successful and financially sustainable NBL and WNBL competitions Work with Ch10 and ABC TV to explore new opportunities Explore IPTV and mobile streaming for all leagues and competitions Build relationships with print media and online media editors Develop products that meet the needs of the media Increase activation of social media Employ dedicated sales resource and provide support Review and re-align all sponsor properties across all of basketball Deployment of consolidated database Leverage sponsor relationships Develop commercially attractive deliverable products across all of basketball Deliver against strategic plan for NBL Develop and deliver strategic plan for WNBL in accordance with the review Seek to deliver against recommendations from WNBL review Provide opportunities for clubs to become more commercially efficient Enforce licence agreements Linked marketing plans Identify scope for NBL and WNBL clubs to align for commercial gain Meet set targets for exposure Basketball has a presence and is accessible on all media platforms Demonstrated increase in revenue Make necessary changes to existing properties to enable the exploitation of their commercial potential Club profitability Leagues return dividends to clubs 7

8 Strategic Priority Delivery Table Priority 1: Marketing Objectives Method of Delivery Success Measures 1.6 Increase funding from all levels of Government Employ Government liaison resource Deploy Government lobbying plan Patron activation plan Align all layers of basketball to identify and deliver against all levels of government funding initiatives Increased funding levels for existing and new program initiatives 1.7 Create new commercial products 3 on 3 competitions at multiple markets owned by BA Aussie Hoops as a national program NBL China strategy Australia/NZ regular series for Boomers Joint 3 on 3 programs implemented National Aussie Hoops brand implemented and targets met for membership Regular competitions with China at NBL level Aust/NZ series an annual event 8

9 Strategic Priority Delivery Table Priority 2: Create and Leverage National Database Objectives Method of Delivery Success Measures 2.1 Establish the Australian Basketball Database that is usable by all stakeholders in accordance with agreed protocols 2.2 Develop programs/processes for communicating with all basketball fans 2.3 Commercialize opportunities via database membership 2.4 Influence and demonstrably measure an increase in the level of engagement by people in basketball Utilize participation funding to initiate and deliver project Capture all users needs via a user plan Establish the baseline for entries Develop a growth strategy Employ a database champion to drive entries and new products Engagement plan Develop comprehensive communications plan Develop centralized repository of documents and communications via program such as MS SharePoint Timely dissemination of outcomes of formal meetings across all stakeholders BA GM Commercial to develop programs for potential investors/sponsors Ensure database capability to deliver Develop programs for commercialization of data at all levels of sport Identify existing markets that are not members Work with the delivery arms of the sport to identify new player/member groups and develop programs that provide for them to enter Use database to communicate with new markets Provide competitions that meet their needs Increase number of records in database Increased commercial return Registered players increase from approx 230,000 to 255,000 30% of non-registered participants convert to registered i.e. 145,000 new registrations Therefore total 400,000 registered participants Increase capacity utilization (venues) (90% run rate) Increase WNBL to 74% capacity (match NBL) Number of contact touches Response rates to outreach Increased revenue and commercial value Increased numbers against baselines in targeted areas Implementation of contemporary education and development programs to enhance the workforce (volunteer and paid) to deliver basketball 9

10 Strategic Priority Delivery Table Priority 3: International Success Objectives Method of Delivery Success Measures 3.1 All teams in top 6 world ranking Fully coordinated pathways and plans Ensure best players are available for events healthy and committed Confirm insurance of players Continue development programs at all levels able and disabled All teams ranked in Top 6 Opals, Rollers, Gliders medal at World s and Olympics. Boomers top 8 (world s and Olympics) Link through database to number / awareness of players in offshore leagues link in with hero s KPI. Inbound tours Opals / Boomers 3.2 Opals, Rollers, Gliders medals at World Championships & Olympic Games 3.3 Create opportunities for international games in Australia Targeted Opals program for 2012 Build government support and funding Continue success to maintain funding levels and positioning Dedicated preparation programs leading to London for Opals, Boomers, Rollers and Gliders Australia v NZ annual series Boomers initially Relationship with China Build relationships with other countries to attract them to Australia Farewell Series featuring quality international competition Medals at major events Increased profile of national teams in the community Annual Australia/New Zealand series held annually Annual national team games in Australia against teams other than NZ NBL/CBA series played annually FIBA referees officiate in Australia Increased domestic recognition of national teams and individual players 10

11 Strategic Priority Delivery Table Priority 3: International Success Objectives Method of Delivery Success Measures 3.4 Provide opportunities for Australian players to develop their basketball to international standards and to derive successful careers in the NBA, WNBA and European leagues Provide point of difference (eg Olympics) to encourage recruitment NITP/NRDP Accredited coaching centres Continue to allocate funding Individual development plans for all identified athletes Performance Directors designated throughout Australia to oversee the development of identified talent. National Strength & Conditioning Program coupled with Athlete Monitoring Program NCAA partnership enhancing BA individual development plans Australian Development Camps held annually for able and disabled athletes Coaches convention held with international coaches Intervention strategies enacted to prevent overuse injuries throughout development pathway. Increased domestic and international resources dedicated to athlete development 3.5 Ensure the development of new talent through the provision of contemporary identification and development pathways and ignite the passion to play for their country Review NITP and NRDP programs and delivery methodology Review AIS programs and deliverables Quality of competition at Australian Junior Championships Strength of AIS programs Adopted 11

12 Strategic Priority Delivery Table Priority 4: People and Facilities Objectives Method of Delivery Success Measures 4.1 Lead a national system for the recruitment and development of the basketball workforce (both volunteer and paid) Government lobbying and relationship development Establish a volunteer policy Central staff to monitor the delivery Explore BA branded traineeships Traineeships in place 4.2 Develop a contemporary national system for the accreditation and development of basketball administrators, technical officials, coaches and managers Review all accreditation programs and establish best delivery regimes Increased numbers of better qualified administrators, technical officials, coaches and managers 4.3 Lead a national focus to ensure the provision of facilities meets the needs of the sport 4.4 Develop best practice capacity for associations and clubs Government liaison Develop best practice models with stakeholder input Establish a leadership role in facility best practice provision Develop an advisory group of experts to assist Policies and procedures for best practice 5v5 program Management development programs for staff at all levels Application templates Increase in use of 5v5 program Benchmarking measures created across all of basketball 12

13 Strategic Priority Delivery Table Priority 5: Integrated Inclusive Competition Objectives Method of Delivery Success Measures 5.1 Provide an obvious and direct development pathway from grassroots to elite 5.2 Have all national competitions under the control of BA NITP Integrated development plans and delivery between states and territories National Development Pathway outlining the pathway utilizing accredited partners, providing daily training environment based on National curriculum and priorities delivered by qualified, proficient coaches Integrate SEABL into BA Have the men s and women s wheelchair national leagues conducted by BA Stronger, more highly skilled athletes attending Australian Development Camps Clear understanding by athletes, parents and coaches of the opportunities and expectations available to them Financially viable and sustainable leagues at all levels SEABL integration by Lead a national competition structure that provides appropriate levels of competition to meet all needs and abilities Work with SSAs to deliver appropriate competitions Review pathways to elite competitions Strong national competitions Strong state based competitions Strong, viable elite competitions 5.4 Create an emotional ownership between grassroots and the elite players Reinforce the grassroots heritage of our elite players and their journey via media sites and general promotions Greater recognition of where our National players came from 13

14 Strategic Priority Delivery Table Priority 6: Co-Operation and Good Governance Objectives Method of Delivery Success Measures 6.1 Develop and agree a unified Strategic Plan for basketball in Australia 6.2 Have all shareholders strategic plans reflect the objectives of the strategic plan for basketball in Australia and identify their contribution to each of these objectives 6.3 Refine the membership and responsibilities of the Commissions to meet the needs of the sport and provide best practice leadership 6.4 Ensure that there is clear understanding of the contribution of each key stakeholder through signed agreements with each of them Work with stakeholders to agree Basketball Australia Strategic Plan Ensure that all plans (including BA s) demonstrably connect and achieve the Basketball in Australia plan Link stakeholder plans to BA plan Agreed national properties Use agreed format for presentation of plan Agree common themes Review and refine the Terms of Reference of each Commission Review the membership of each Commission to ensure it provides the necessary expertise Review the Commission structure to meet the strategic plan objectives Conduct regular self analysis of performance of Commission members Collaboration agreements Licence agreements BA plan on website Agreed common objectives and themes Linked plans sharing strategic priorities Regular reporting to the Board Achievement of set objectives All stakeholders have signed Collaboration agreement or licence agreements 14

15 Strategic Priority Delivery Table Priority 6: Co-Operation and Good Governance Objectives Method of Delivery Success Measures 6.5 Demonstrated alliance between state associations and NBL/WNBL teams Regular meetings to discuss collaboration opportunities Regular reporting Documented examples of collaboration between NBL/WNBL and States/Territories 6.6 Refine communication strategy and delivery Develop and agree communication strategy Implement SharePoint software as communication tool Communication strategy implemented SharePoint operational and effective 6.7 Achieve fully independent board membership Identify required skill sets Identify appropriate candidates Apply best practice governance to attract suitable candidates No vote at AGM Identified skill areas are covered by directors 6.8 Refine policies and procedures of BA to reflect the changing nature of the sporting landscape and employ the necessary resources to manage them Conduct a review of the existing polices and procedures Identify gaps cause by changing sporting/cultural landscape Utilize other sports, ASC and legal to provide guidance on needs Number of completed policies and procedures against targets All policies and procedures have been reviewed and updated 15

16 BA Strategic Plan : Three Year Outcomes Three Year Outcomes: Focus on commercial success / unity / strategic alignment / media Three Year Outcomes Agreed KPIs 1. Self-sustaining and commercial sport Increase consolidated revenue: - Sponsorship - Government funding - Media rights - Merchandise - National team properties Increase BA surplus: - Strengthen balance sheet / build reserves Create new products, e.g. - 3 on 3 - Underpinning League - Aussie Hoops Increase profitable WNBL / NBL clubs financially sustainable basketball business More NBL teams Increase number of records in database generate revenue 2. Increased player and spectator registrations Increase number of records in database Registered players increase from approx 230,000 to 255,000 30% of non-registered participants convert to registered i.e. 145,000 new registrations Therefore total 400,000 registered participants Increase capacity utilisation (venues) (90% run rate) Increase WNBL to 74% capacity (match NBL) 16

17 BA Strategic Plan : Three Year Outcomes Three Year Outcomes: Focus on commercial success / unity / strategic alignment / media Three Year Outcomes Agreed KPIs 3. Increase participation and spectator involvement National database in place 15% net increase post year 1 Strong (TBC) increase in participation in Aussie Hoops: - Participants - Numbers - Associations Design and pilot 3on3 product (year 1) grow from there 15% net increase in coaches and officials (year 1) grow from there 4. International success All teams ranked in Top 6 Opals, Rollers, Gliders medal at World s and Olympics. Boomers top 8 (world s and Olympics) Link through database to number / awareness of players in offshore leagues link in with hero s KPI. Inbound tours Opals / Boomers 5. Increased visibility in basketball in all media Increased minutes on basketball on free to air television - Boomers, NBL, WNBL, plus new products. Increase exposure of basketball in new media tweets, blogs, friends, hits, etc. Create stars / heroes all media recognizable athletes register (e.g. one male/female basketballer in register of top ten most recognisable athletes in Australia) Increase column inches major newspapers Increase sponsor leverage use our stars better Create new on line products (e.g. player profiles, online coaching, phone applications) Increase radio broadcasts of basketball Liberate our media rights (of Channel 10) 17

18 BA Strategic Plan : Three Year Outcomes Three Year Outcomes: Focus on commercial success / unity / strategic alignment / media Three Year Outcomes 6. Improved unity and strategic alignment within the basketball community Agreed KPIs Significant example in each state of collaboration between association and national league. All BA commissions independent Aussie Hoops commercialised as a national brand All basketball stakeholders with strategic plans aligned to national plan All state associations sign statement of collaboration Strength of stakeholder engagement Australian Association League established (year 1) minimum participation by five (5) states 18

19 BA Strategic Plan : Key Projects for 2011/12 KEY PROJECTS STRATEGIC PRIORITY LED BY Management of the Oceania qualification series Senior women's training program International success Marketing International success Marketing Wayne Carroll Wayne Carroll Establish a centralised, national database Create and leverage national database Michael Haynes Realign sponsorship categories Create new products Aussie Hoops 3 on 3 Develop Australia-China Championship Marketing Create and leverage national database Marketing Create and leverage national database Marketing Create and leverage national database Richie Gee Richie Gee Aaron Flanagan Implement the recommendations from the WNBL review Integrated inclusive competition Marketing International success People & facilities Larry Sengstock/ Lorraine Landon 19

20 BA Strategic Plan : Key Projects for 2011/12 KEY PROJECTS STRATEGIC PRIORITY LED BY Implement the newly developed NBL strategic plan Appoint a dedicated resource, then develop a government relations strategy Finalise the review of the National Intensive Training Program (NTIP) and implement resulting recommendations Refine the Commission structure and terms of reference Develop a communications strategy, including the implementation of Sharepoint as a key communications platform Finalise licensing and collaboration agreements Marketing Create and leverage national database Marketing People & facilities Co-operation and good governance Integrated inclusive competition International success People & facilities Co-operation and good governance Co-operation and good governance Co-operation and good governance Aaron Flanagan/ Chuck Harmison Larry Sengstock Wayne Carroll Larry Sengstock Larry Sengstock Larry Sengstock Guide alignment of strategic plans across all Basketball Australia parties Co-operation and good governance Larry Sengstock 20