ZIMBABWE NATIONAL PARALYMPIC COMMITTE STRATEGIC PLAN

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1 ZIMBABWE NATIONAL PARALYMPIC COMMITTE STRATEGIC PLAN

2 VISION Creating an enabling environment for both male and female athletes to attain direct qualification and win 2 medals at Rio 2016 MISSION To promote, support and facilitate sport opportunities for people with disabilities in Zimbabwe through partnerships, athlete development, good governance, manpower development, management and lobbying for user friendly sporting facilities and specialised equipment for the attainment of direct qualification and winning medals at Rio 2016 VALUES 1) Integrity 2) Professionalism 3) Paralympism 4) Equality 5) Inspiration 6) Passion Page 1

3 STRATEGIC FRAMEWORK Goal 1) Organizational Capacity To develop effective and efficient structures that ensure our ability to deliver a professional service through orientation and training of the board, executive and athletes by Goal 2) Athlete Development To recruit and enhance opportunities for participation and growth of athletes from grassroots to elite level. Goal 3) Resource Mobilization To identify, acquire and develop adequate resources for the sustenance of our day to day operations on our road to Rio Goal 4) Marketing To promote greater understanding and appreciation of the Paralympic Movement for visibility and easy recognition with the various stakeholders on our road to Rio Goal 5) Networking To identify and develop strategic partnerships Page 2

4 Goal 1) Organizational Capacity To develop effective and efficient structures that ensure our ability to deliver a professional service through orientation and training of the board, executive, Umbrella Associations and athletes by Objectives Activities Key Performance Indicators 1. To implement corporate governance standards including a code of conduct at all times. 2. To continually improve the skill base and performance of the ZNPC leadership, coaches and athletes. 3. To constantly promote and protect the rights and interests of people living with disabilities. 4. To develop an effective communication system by end of To enhance at all times the working relationship within the organization. 1.1 Develop and implement a Policies and Procedures Manual and Code of Conduct and up-date them periodically. 1.2 Ensure compliance with relevant sports legislation, locally, regionally and internationally. 1.3 Conduct meetings and elections as per constitution. 2.1 Identify skills gaps and develop a continuous training program for administrators, officials and athletes. 2.2 Develop a performance management system. 2.3 Draft and review existing structures. 2.4 Draft and review job descriptions. 3.1 Lobby for existing legislation to be inclusive of disability sport rights Draft a communication policy Identify acceptable means of communication Identify and implement team building exercises Establish a ZNPC office with attendant facilities (including transport) Establishment of subcommittees 5.4. Development of individual work plans To hold 2 orientation/training workshops for leadership each year until To send 8 athletes to the World Championships to be held in July To send 4 technical officials for training each year between 2013 and increased government consultation and interaction with ZNPC with regards to policy reviews and enactment of sport laws when need arises a well-designed organizational structure with well-defined roles and responsibilities for each member by 2013 Page 3

5 To recruit and enhance opportunities for participation and growth of athletes from grassroots to elite level Objectives Activities Key Performance Indicators 1. To identify and recruit 40 athlete for training and development from the age of 8 years to 16 years in preparation for Rio 2016 and Euro 2020 Paralympic Games. 2. To facilitate the conducting of at least 2 administrative, 2 coaching, 2 technical officials (referees) and 2 classifier courses per year by 3. To communicate and comply with all relevant sports development legislation, including antidoping at all times Establish leagues from ward to national level in line with existing Sport and Recreation Commission structures Develop local, provincial and national competitions Develop a clear talent identification program supported by research and science Establish a high performance center to ensure continuity of training for excellence Create opportunities for athletes to participate in high level competitions To acquire and communicate the most current advice on training methods and diet Establish existing courses and programs and identify skills gaps Identify relevant institutions for coaching and educational programs Facilitate for exchange programs and seeking of scholarships for athletes and officials Liaise with relevant associations regarding antidoping regulations Maintain updated information on antidoping Establishment of a database of athletes identified at selection competition throughout the whole country by December Monitor a quarterly training programme for the identified 20 athletes to train in their respective provinces Improved time for events Register of athletes Reports from technical officials and coaches Training schedules Reports from workshops held Improved officiating standards and increased trained technical officials and attainment of best world times Athletes observing anti-doping rules and regulations at all times Page 4

6 4. To assist in the provision of user friendly facilities and specialized equipment so that athletes can have continuous training programmes in preparation for 5. To regularly orient athletes to the different instruments governing their training, participation, association, communication, selection, competing and appending their signatures before engaging in any of the activities mentioned above. 6. To establish a data base of retired high performance athletes and develop them further into coaches, technical officials and/or administrators by June To build capacity for athlete classification for preparation of international competition by June To lobby government and the corporate world as well as local and international associations for the adaptation of existing sport facilities to meet the needs of the athletes To orient the athletes to the different instruments governing them 5.2. To have athletes append signatures to documents governing them 6.1. Need to expose athletes in the twilight zone of their career to coaching, administration and technical courses 7.1. Identify classifier courses 7.2. Identify technical officials for the specific trainings accessible training sporting facilities leading to regular training and subsequent increase in participation in sports by people with disabilities Copies of instruments by high performance athletes before any competition More involvement of former paralympian in the organizational structures by Increased efficiency leading to athletes participating in their proper respective sport code at every competition be it locally, regionally, continentally and internationally by June 2015 Page 5

7 Goal 3) Resource Mobilization To acquire, identify and develop adequate resources for the sustenance of our day to day operations on our road to Rio Objectives Activities Key Performance Indicators 1. To develop a comprehensive resource mobilisation strategy that will allow us to prepare adequately and participate competitively at the Rio 2. To continually build the internal capacity for resource mobilization within the ZNPC structure for individual structure sustenance. 3. To regularly collaborate with stakeholders within the area of resource mobilization for the attainment of expert advice Establish a ZNPC subcommittee for resource mobilization Create a policy on which kind of funding partners the ZNPC is willing to work with Identify internal and external partners and compose proposals directed to each of the identified partners Develop a long-term plan for maintaining the partnerships To conduct resource mobilization workshops for the Umbrella Association treasurers Submit books of accounts for annual audit Link with experts on resource mobilization, both in Zimbabwe and outside the country adequate resources enabling ZNPC to send athletes for training programs and qualifying competition through the 4 year period Independence and autonomy of affiliates in having financial, material human resources at all times Increased accountability, transparency revenue base and expert linkages Page 6

8 Goal 4) Marketing To promote greater understanding and appreciation of the Paralympic Movement for visibility and easy recognition with the various stakeholders on our road to Rio Objectives Activities Key Performance Indicators 1. To develop a ZNPC Brand Strategy that identifies and prepares an athlete as a medal hopeful in Rio 2. To enhance the visibility of the Paralympic Movement and the ZNPC at all level, local, regional and international at all times. 3. To constantly inform the public of Available opportunities for sports participation for persons with a disability in Zimbabwe. 4. To maintain continuous media coverage of Paralympic sports activities in Zimbabwe Clearly identify and agree on the ZNPC Brand Utilize the ZNPC Brand in the facilitation of sponsorship and marketing deals Partner with a marketing company Carry out a market survey on ZNPC visibility Maintain and update the ZNPC website Produce and release the ZNPC newsletter on a regular basis Facilitate the participation of media personnel in relevant ZNPC workshops, seminars and courses Appoint a spokesperson for ZNPC in order to portray a holistic and unified picture of ZNPC to the public Visit educational- and other institutions to give talks, lectures and seminars about the Paralympic Movement To distribute information, education and communication materials to the public To attend events, organized by other organizations, when invited and where possible Establish a press and media relations portfolio Engage electronic and print media to cover Paralympic sports and ZNPC activities Organize Press-releases on Paralympic sports. Page Increased exposure of athlete to numerous training programmes leading to improved best world times by April Improved working relationship with all forms of media, increased circulation of news letter both in print and electronic 3.11 Increased awareness by society of opportunities of sports for people with disabilities as an ongoing process Increased publicity and visibility to our stakeholders and the world at large at all times.

9 Goal 5) Networking To identify and develop strategic partnerships. Objectives Activities Key Performance Indicators 1. To continuously collaborate with other disability sport organizations locally, regionally and internationally. 2. To continually liaise with relevant associations and personnel to hammer out a multi pronged approach to disability sport.. 3. To build linkages between Umbrella Associations and other sister ZNPC sport organizations for the enhancement of synergies by December Invite other sports organizations to ZNPC activities and competitions Share expertise, skills and knowledge with experts from other sports organizations 1.3. Share equipment and facilities with other sports organizations Accept invitations to attend other related organizations activities where possible 2.1. Convene stakeholders meetings, workshops, seminars and conferences Collaborate with educational institutions and specialists in research and other scientific activities Engage Government line Ministries with relevance to sports 3.1. Encourage Umbrella Associations (UAs) to share competition calendars with other sister sports organizations Have exchange programs with other sports organizations outside Zimbabwe Promote social interaction between the disabled sport persons and their able-bodied counterparts at different social strata Increased partnership and exchange programmes leading to signing of MOUs Increase of expert advice on new developments and adaptation to latest technology advancement to sport Increased interaction with the disability sporting community and society leading to elimination of stigma by Page 8

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