Strategic Plan for netball new Zealand inc. 2009 2012
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Strategic Plan for Netball New Zealand Inc.
2009 – 2012
A message from the CHIEF EXECUTIVE RAELENE CASTLE
PROUD HISTORY to give players the opportunity to experience home and away
Netball New Zealand is proud to embrace and broaden the games and more closely mirror the challenges that are asked of
remarkable history of Netball in New Zealand. A history that has them in the ANZ Championship.
made Netball the top women’s sport in the country. In addition the introduction of the new commercial platform has
Since its introduction to New Zealand in 1906 the sport has allowed NNZ to maximize the commercial returns of its available
developed and embedded itself into the sporting culture of New properties and the organisation now has a sound base on which
Zealand. Netball has a strong tradition which over the years has to continue to grow and develop Netball in New Zealand. NNZ
continued to rise to new levels both on and off the court. welcomes New World as the new Elite Sponsor of Netball New
Zealand who will work closely with us to develop the profile of
Thousands of competitors take to the court on any given day to the Silver Ferns.
not only play Netball, but coach, umpire, administrate and spectate.
A message from
New Zealand the CEO
has produced some of the World’s best Netballers CURRENT ENVIRONMENT
and has always been a force to reckon with at an International Netball New Zealand has a stable financial base however these
Level. The skill level and integrity of the Silver Ferns and the are challenging times and a prudent financial approach and
accumulation of world titles and accolades has made the players strong leadership at all levels of the game will need to be shown
local, national and International sporting heroes. to ensure the game continues to flourish.
RECENT ACHIEVEMENTS THE ROLE OF THIS PLAN
Netball New Zealand was bold in 2008, introducing a new NNZ has faced a period of significant evolution over the last
competition, The ANZ Championship, to Netball fans. The couple of years which has put both NNZ and the wider netball
competition replaced the National Bank Cup and took Netball community under significant pressure. The Strategic Plan
to a new semi-professional era. The decision proved to be well- for 2009-2012 has more of a consolidation feel about it and
founded as the competition extended the Netball fan base in is focused on further developing and consolidating the key
New Zealand and Australia and dramatically lifted the profile of building blocks of our sport. The plan is brave in the amount of
Netball in Australasia. This success was largely due to the new significant pieces of work we want to deliver over the next four
format of five live games every weekend and especially ‘Monday years but we believe it is achievable from a time, money and
Night Netball’. personnel perspective. In delivering this plan we believe we will
Another achievement was the launch of The Perry Foundation meet the Mission and the Vision as stated and continue to grow
National Netball Champs which adopted a new format in 2008 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
L E
C
th
CIR
E High Th
L
eG
Per e
fo Ch
OP
CH ing
e rm
IDE THE
ap
Peo GES
an
In
AL Face
te
g
an
AM
c
al L le
LE
ds
t he PE
N
ce
p
an
LLE
N
rn
MISSION
A
GES
a
lign
tio
CHA
To lead the
Our
nal
Profession
of Netb ll
m ent
sustainable growth
E
Game
of Netball and its people
a n
a
VISION
d D
New Zealand’s
eliver
leading sport
S
y
by 2020
U T
CH A LLE N G ES
Ph re
y sic u ctu
a l t r
O
(C o I n f r a s
u r t s & F a c ilit i e s )
Fin a y
n c i a l S u s t a i n a b il i t
the N et
b a ll D e l i v e r y M o d e l
S S
BU SIN ECHALLENGES The Game
1 The Changing Face of Netball
We have identified eight key Netball today is in a challenging environment where it is competing not only with other sports but also with
challenges that we need to 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
address to deliver on our
game of netball needs to be flexible enough to meet the changing needs of its participants in terms of
mission and realise our vision. delivery, scheduling and forms of the game.
They are:
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.5
1
The Changing Face of Netball
Goal Key Success Factors Strategic Initiatives
To provide > Grow participation 1.1 Lead the development of a national strategy to enable Netball to capture
relevant and numbers in line with alternative forms of the game and widen our previously untapped audiences e.g,
compelling Netball population growth by younger children, older women, mixed competitions etc.
experiences and 5% per annum
ensure that Netball 1.2 Develop a strategy to ensure the closer alignment of schools, clubs and centres.
is affordable, > Increase spectator base
accessible and easy at all levels of the game 1.3 To work with the Netball Centres to ensure that some rules are relaxed to allow
to engage with. by at least 15% 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.5
2
High Performance Alignment and Delivery
Goal Key Success Factors Strategic Initiatives
To work in > All Franchises hold the 2.1 Appoint Talent Development Manager to work with Regions and Franchise to lead
partnership with view that they are in partnership strategy.
the Franchises and partnership with their
Regions to align regions and Netball New 2.2 Meet with Franchise and Regional personnel to identify needs and develop HP
and deliver the Zealand plans with agreed outcomes that include Talent Identification and development
High Performance strategies for players (one player – one plan), coaches and umpires.
Programmes. > All Regions hold the
view that they are 2.3 Share at least 2 National initiatives with Franchises and regions each year.
in partnership with
Franchises and Netball 2.4 At least one workshop to be held each year to develop High Performance
New Zealand to achieve capabilities in Regions and Franchises.
High Performance
success 2.5 Use NNZ Council meetings each year to develop capabilities, address strategic
issues and to strengthen HP alignment.
> NNZ, Franchises and
Regions achieve agreed 2.6 NNZ personnel to have regular contact as identified in each Region & Franchise HP
high performance Plan to support achievement of agreed outcomes.
outcomes
> National, Franchise
& Regional High
Performance plans are
aligned35
The International Game
Goal Key Success Factors Strategic Initiatives
To provide support > NNZ CEO meets bi- 3.1 NNZ CEO determines the best times to meet with IFNA key decision makers.
and expertise annually with IFNA
to promote and Board to discuss 3.2 NNZ investigates option to secure funding for a full-time Oceania Development
influence the commercial innovations Officer.
development
of the game > NNZ funds a full-time 3.3 NNZ works to identify a skilled group of people who have a desire to influence
internationally. Oceania Development the game at an international level and ensure that these names are promoted
Officer within IFNA.
> NNZ maintains a
representative on IFNA
Board and all advisory
panels5
4
Attract Quality People
Goal Key Success Factors Strategic Initiatives
To attract develop > Have an accurate 4.1 Undertake a research programme to understand the numbers and issues of those
and retain a robust picture of all aspects who volunteer for Netball and develop a volunteer strategy to ensure we attract
base of talented of volunteering and and retain sufficient volunteers.
and committed its challenges and
staff and volunteers implement a program to 4.2 Lead a project to ensure the growth, development and depth of capability of
whether they address these coaching and umpiring at all levels of the game that results in attracting new
are coaches, people into this area of our game.
umpires, officials or > Attract a large pool
administrators. of young people into 4.3 Work closely with Regions and Centres to develop a programme that allows the
umpiring and coaching 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.
> Have 3-4 coaches
capable of coaching the 4.4 Review existing HR practices to ensure they can be used to identify career
Silver Ferns opportunities and support the personal development of our staff.
> Have in place HR policies
and practices that
ensure the effective
management and
development of staff5
The Professional Landscape
Goal Key Success Factors Strategic Initiatives
To ensure a > 80% of elite players* are 5.1 Develop an educational programme in association with the NZNPA, for newly
smooth transition fully professional** professional players.
to growing a
professional > Stronger relationship 5.2 Identify opportunities for career advancement and personal development for those
industry that between NNZ, who have chosen a career in professional netball.
continues to Franchises and the
present a culture Players’ Association 5.3 Work closely with NNZ’s commercial partners to develop programmes that bring
attractive to (NZNPA) ensures direct benefit to their business.
players, coaches, better professional
official and development of players
administrators as
well as commercial > Commercial Partners
partners and the continue to increase
public. their investment in
Netball
* 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 > Every New Zealander 6.1 Conduct a thorough needs analysis and develop a 40 year blueprint for the
regions and centres to have access to a development of Netball facilities.
to develop a 40 Netball facility within
year blueprint a reasonable distance 6.2 Host annual updates and situations reviews for Councils and relevant stakeholders
for infrastructure from their home to educate and grow relationships.
requirements for
Netball in New > NNZ, Regional and 6.3 Work with a leading NZ Engineering firm to produce a Blueprint for Netball Court
Zealand so that Centres provide to all development that can be shared with all Councils and Government.
we can educate Councils and relevant
and influence government agencies
Government and the blueprint for the
Councils to meet development of Netball
the game’s future facilities
needs.
> Netball is consulted
before all new sports
facilities are developed
and finalised7
Financial Sustainability
Goal Key Success Factors Strategic Initiatives
To grow revenues > Reduce at risk revenue 7.1 Develop a common funding policy for Trust funding that supports the whole Netball
and, with to less than 20% of total community.
responsible financial
management, > Increase government 7.2 Create a forum to exchange best practice processes for revenue generation and
provide an funding by 20% prudent financial management at all levels of the game.
enduring future for
Netball. > Grow the value of 7.3 Develop new revenue ideas that allow all elements of the NNZ and Silver Fern
sponsorship/commercial brand to be leveraged.
revenue by 30%8
Netball Delivery Model
Goal Key Success Factors Strategic Initiatives
To have an efficient > 80% satisfaction rating 8.1 Task a working party to review the current structure and make recommendations to
and effective model for effectiveness of ensure the most effective governance, delivery and engagement model for Netball.
that supports communication between
and strengthens NNZ, Regions and 8.2 Complete a survey of Regional Managers and Netball Centres to understand the
the delivery and Centres levels of satisfaction in the areas of communication and support.
growth of Netball
throughout New > 80% satisfaction of 8.3 Complete a survey of netballers to understand levels of satisfaction.
Zealand. netballers using Netball
servicesCommunications Communications Executive: Alex Spence
Manager: Kerry Manders
MARKETING Marketing Services Manager: Rachel Dainty
Business Development
Manager: Jenifer Hunt
Accountant: Claire Lister
Commercial Manager:
Receptionist/Accounts: Alexis Hunter
Anne-Maree Broom
ADMINISTRATION
Executive Assistant:
Jennifer Alesich Senior Event manager: Roseanne Murray
Event Manager: Jacqui Godfrey
Operations Manager:
Board OPERATIONS
Kate Agnew Events Coordinator: Rochelle Ellmers
Events/Special Projects (Part-time): Chris Tennant
Chief Executive
Raelene Castle
Maori Development Te Kaihautu Coordinator: Briar Martindale
NETBALL Netball Development
DEVELOPMENT
Game Development Administrator: Gemma Ryan
NNZ President Manager: TBC
Umpire Development: TBC
1 x NetballSmart personnel reports to the Netball Development Manager
High performance Umpire Development: TBC
Talent I.D. & Development
Manager: Leigh Gibbs
Coachforce: 4 x Contractors
HIGH
PERFORMANCE High Performance High Performance Manager: TBC
Director: Tracey Fear
Silver Ferns Administrator: Esther Melville
Silver Ferns Coach:
Ruth Aitken National Squads Administrator: Jessica Perillo
Netball New Zealand Organisational Structure145 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 BradleyYou can also read
