australian waterski & wakeboard federation strategic plan ... · revised 17 th may 2014. awwf...

Revised 17th May 2014. AWWF Board meeting/ G Humphrey CEO

Australian Waterski & Wakeboard federation

Strategic Plan 2014-16

….Building a successful and enjoyable sport for all!


AWWF Vision and Mission Statement

Vision To provide National leadership and framework for the development and promotion of Water Skiing and Wakeboarding in Australia.

Mission AWWF’s primary mission is the organisation and governance of the sport of competitive water skiing and wakeboarding in a sustainable and eco-friendly environment. It’s secondary mission is promoting the growth and development of recreational water skiing and wakeboarding leading to competitive opportunities by providing support, developing new sites, assistance to clubs through club membership, coaching and training programs, the promotion of “come and try” days and supporting the fair and equitable use of waterways where possible.

The AWWF’s Core Values, Culture and Commitment to its Members:

• Fairness • Establishing partnerships – including other sporting bodies • Ethical behaviour • Investment in people • Sportsmanship • Excellence • Unity


An overview of the Australian Water Ski Federation

• The Australian Water Ski Federation (AWWF) replaced the Australian Water Ski Association (AWSA) as the new Peak Body for water skiing in Australia effective 1 July 2001. The AWWF is a sports discipline based organisation rather than the historically evolved states based organisation that is considered to better reflect the actual operation of the sport. The sport’s disciplines currently comprise the Divisions of Tournament, Barefoot, Wakeboard, Show Ski, Cable wakeboard and Disabled.

• As part of the change the discipline of water ski racing has moved from being an integral part of the sport to their own peak body organisation of Ski Racing Australia (SRA). This move ensures that the specific competition and insurance needs of the discipline are met by the actual participants. The relationship between AWWF and SRA will be developed over time in the light of development and experience.

• The Federation (including Ski Racing) services a projected 3300 registered competitive participants and approximately $1.2 million social skiers (statistical information obtained from the Sweeney report, state membership and boat registration sources).

• The potential to develop the sport is constantly being addressed at both grass roots and high performance areas. Progress to date in the high performance area has placed Australia amongst the very top nations in all disciplines. Programs also exist in all States to increase entry level participation through events such as ‘Come and Try’ days and the introduction of inner course slalom events. Lack of dedicated waterways and availability of Public Liability Insurance for water ski clubs does limit membership growth opportunities.


• In the High Performance Program, our world rankings reflect the effort being undertaken in junior and senior development.

• The strength of the sport internationally is also on the rise. We have been competing in the World Games since 1981

as well as the Pan American Games in 1995. The sports international body, the IWSF, has indicated that water skiing is unlikely to be included in future Olympic Games and that the sport may need to look at being part of the move towards multi-sport world games. Cable wakeboard is currently under consideration for the 2020 Olympics.

• The Sport’s profile is on the increase due to events such as the Moomba Masters, the World Cup, World University Championships and the new Under 21 World Championships. Wakeboarding is also having a major impact with the advent of the Australian Pro Tour and wakeboarding continues to be the highest aquatic growth sport in the world. The sports affiliation with SRA also ensures that ties with the major events such as the Bridge to Bridge and the Australian Ski Racing Grand Prix are maintained.

• The Sport enjoys good public acceptability due to the high percentage of the population participating and the acquisition of dedicated sites such as Stoney Park at Port Macquarie and continued development of other dedicated sites such as Mulwala, Bonney’s in WA and Marshalls in Qld. We are also pleased to see the new water ski site at Goondiwindi with major funding for his site being provided by the Federal Government. With the exception of one full-time and one part-time employee in the National Office, all Directors, Administrators, Judges and Organisers are volunteers.


• The new AWWF web site also caters for increasing levels of electronic information distribution. Members are serviced by way of State and Divisional newsletters and magazines such as the Victorian Newsletter.

• The AWWF arranges Public Liability Insurance for affiliated clubs to cover sanctioned sites and on water assets, training and competitions. We are also looking into the possibility of extending this to recreational water skiing clubs as part of the grass roots development program. We also negotiate water safety, access and policy matters with maritime authorities on behalf of both registered and non-registered skiers. We have the ability to conduct a Boat Accreditation program with the major manufacturers throughout Australia. Although dormant at present, the Boat Accreditation program in the past has significantly improved the handling and safety aspects of boats available to all participants.

• The AWWF continues to provide an umbrella administration that encompasses Junior, Senior, Masters, Female, Male, Indigenous and skiers with a disability in all disciplines of the Sport.


AWWF’s Key Stakeholders

Our key stakeholders include businesses and people with whom we interact and on whom we depend to assist us in the delivery of our strategic priorities: We understand that as a predominately volunteer based sporting organisation our success is reliant on strong buy-in from the many individuals who generously dedicate their time to advance the sport and/or contribute to the advancement of our athletes. We also understand the mutual dependency of the sport and the Australian Proprietor base and are dedicated to building strong and healthy relationships with the industry and independent proprietors. For our strategic plan to be successful, we require the support of all of the stakeholders listed below and remain committed to professionally advancing the sport through the engagement of all of our identified stakeholders.

• State and Territory Associations including Managers, Committees and Boards

• Government Agencies including the Australian Sports Commission, Australian Sports Anti-Doping Authority & State Departments of Sport and Recreation along with Local, State and National Governments

• Company Sponsors including Boat/equipment Manufacturers and Dealers • Coaches and Officials as part of the National Coaching/Officiating Accreditation Scheme

• High Performance Professionals, Coaches and Officials

• Our dedicated water skiers and wakeboarders. • Affiliated Clubs


The AWWF’s Strategic Priorities

Organisation, Management & Leadership Sports Development & Membership

High Performance & International Competition Domestic Competition

Effective Governance


ORGANISATION, MANAGEMENT & LEADERSHIP

Objective: To develop management professionalism and leadership within the sport.

Outcomes:

• AWWF unified through Board & Member State Delegate Meetings • Financial security with decreased reliance on government funding • Greater influence on stakeholder decisions

• Risk free environment with member’s rights fully protected. .

Key Performance Indicators (KPI)

1. Total Income.

Measures are: • Membership Income • Government Income • Sponsorship Income • Other Income

2. Management

Measures are: • No. and percentage of Divisions & State Associations with strategic plans in place compatible to AWWF. • No. of AWWF Representatives on key controlling bodies (by name, body & position) • International Representatives on IWSF (For record purposes only) • No. and percentage of Divisions & State Associations with updated policy manuals, technical and administrative.


SPORTS DEVELOPMENT AND MEMBERSHIP

Objective: To grow the active membership of the AWWF through a range of strong development programs that are agreed to and implemented in partnership with the AWWF Divisions, Member States and Affiliated Clubs.

Outcomes:

State based development programs Increase membership of Affiliated Clubs Increased membership Member rights protected High quality coaches and officials Maintain and increase membership base


KPI are to be developed/reviewed by the Board in consultation with stakeholders. Current items are: 1. Membership

Measures are: • Total Number of members by categories • % growth/loss on previous year- refer to Operational plan • No. and percentage of members who renewed membership • Number of introductory individual members whom re-joined as full members • Number of Come and Try skiers


HIGH PERFORMANCE & INTERANATIONAL COMPETITION Objective: To lead Australia to consistent and increased world class performances at World Championships and other International Championships. Outcomes:

• High Performance Committee • Success at World Events • Representation at IWWF. • Athlete Skills Development • Drug Free Sport • Junior Development • Coaches & Officials Development • A pool of State of the Art Technical Equipment


KPI are to be developed by the HPC and approved by the Board for each Key Result area listed above. Mandatory items are: • Medals at world championships and other international events. • Drug Testing Statistics • No. of Accredited coaches and judges.


PARTICIPATION/DOMESTIC COMPETITION

Objectives: To provide a strong domestic competition program supporting the ASC Participation strategy.

Outcomes:

4.1 National Domestic Competition program for all Divisions and States 4.2 National Events Calendar. 4.3 Come and Try programs 4.4 School based programs/ disadvantaged programs. 4.5 Disabled Division programs. Key Performance Indicators (KPI)

KPI are to be developed/reviewed by the Board in consultation with stakeholders. Current mandatory items are:

• No of affiliated clubs. • State Associations or State Divisions come and try programs. • TWSA free ski schools • No of School based programs • Disabled Division numbers, programs and Team based camps etc


LEADING THE WAY IN ACHIEVING EFFECTIVE GOVERNANCE OF THE SPORT

Objectives

Working and communicating effectively with all stakeholders –the AWWF’s priority area will underpin and drive the success of each of the other identified strategic priorities with good Board Governance.

Outcomes. The success of the strategic plan is determined by the ability of the AWWF Board, Executive and Members to deliver our plan successfully. We believe that we are well placed structurally and culturally to deliver on our objectives. However, appropriate governance processes, procedures and methods of operating are critical to the continuation of our current environment. We therefore aspire to ensure that we attain the following:


KPI are to be developed/reviewed by the Board in consultation with stakeholders. Current mandatory items are:

Maintain leadership in world Waterskiing and Wakeboarding in Australia; Ensure governance structures are in place to deliver our strategic plan; (current work with ASC) Achieve sound and sustainable financial results. Continue to work with ASC support to drive AWWF Governance to preferred model. ____________________________________________

australian waterski & wakeboard federation strategic plan ... · revised 17 th may 2014. awwf...

Documents