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Netball Queensland is proud to present Game On, the 2017-2019

Netball Queensland Strategic Plan.

Over the past two years, the Netball Queensland Capability

Improvement Project has facilitated an intense, State-wide

consultation and collaboration process. This engagement and the

contributions of hundreds of Members at all levels of the sport, across

the diverse communities of Queensland, is reflected in every page of

this Plan. We thank all the Member Associations, Regional Branches,

Clubs and Netballers who attended the workshops at the 2016 Leaders

Conference and the State-wide consultation roadshow sessions. Your

attendance and input is sincerely valued.

To achieve our vision of becoming a “world-class sports organisation

respected for transforming lives through netball”, we must be

responsive to the needs of participants – current and future. We

embrace our role as a custodian of the sport, responsible for ensuring

netball’s future prosperity and growth. It is our leadership challenge

to promote continual improvement, drive evolution whilst proudly

celebrating our traditions and our history.

In this new era of women’s sport, Netball must push the limits,

l ift expectations and take our sport into unchartered territory.

As custodians of the sport, we must be bold in our dreams, and

courageous in our decisions. This Strategic Plan outlines a 3-year

ambition to be structured, capable and resourced to optimise our

current position and assets. It is critical that we complete this work

and lay a strong foundation for realising Netball’s full potential.

Netball Queensland, together with our Member organisations, is

excited about the future and what we can achieve through a unified

community with a shared plan.

INTRODUCTION

CATHERINE CLARKChief Executive Officer

G A M E O N : S T R A T E G I C P L A N 2 0 1 7 - 2 0 1 9

IN THIS NEW ERA

OF WOMEN’S SPORT,

NETBALL MUST PUSH

THE LIMITS, LIFT

EXPECTATIONS AND

TAKE OUR SPORT

INTO UNCHARTERED

TERRITORY.

10+ YEARS

10+ YEARSPRESENT

2017 2025

2018

2017-2019

2020-2022

2023-2025

2024

2019 2023

2020 20222021

TRANSFORMATION HORIZON

STRATEGIC HORIZON

ORGANISATIONAL TRANSFORMATION PLAN (CAPABILITY IMPROVEMENT PLAN)

3 YEAR STRATEGIC PLANS

DELIVERY HORIZON12 MONTH OPERATIONAL PLANS

OUR FUTURE THREE HORIZONS


This strategic plan has been developed in the context of Netball Queensland’s Three Horizon Planning Framework. Critical to the future success

and sustainability of netball, is growing our capacity for evolution, and our ability to leverage the expertise within our diverse community.

Netball Queensland is committed to developing the capability and capacity of the entire netball community. Importantly, in a rapidly changing

world, this means fostering organisational agility and market responsiveness. We have adopted the Three-Horizon Framework as a mechanism for

engaging more members in conversations across all three horizons. The Framework will be rolled out from March 2017.

THREE HORIZONS PLANNING FOR NOW AND THE FUTURE

TRANSFORMATION HORIZON STRATEGY HORIZON OPERATIONAL HORIZON

TIMEFRAME 10 YEARS 3 YEARS 12 MONTHS

PURPOSE

• Ensures netball remains relevant and offerings meet the market

• Explores ideas and concepts for long term options

• Is not restrained by existing work, historical data and assumptions

• Responds to future trends, lead indicators and technological advances

• Sets the strategic direction (or vision) and the organisational values which will guide decision-making

• Articulates medium term objectives

• Outlines strategic focus areas and key projects to be achieved over multiple years

• Identifies measures of success and KPI targets

• Articulates short term objectives

• Details activities, programs and projects for the 12-month period

• Defines roles and responsibilities for staff

• Sets annual KPIs and delivery deadlines

• Details resource deployment

FUNCTION

• Innovation pacesetter

• Continual improvement engine

• Culture shaper

• Future business model leader

• Strategic clarity

• Defines the focus

• Identifies delivery milestones

• Implements transformation projects

• Clear task direction for workforce

• Actions align to strategy

• Risk management

• Drives monitoring and accountability


THE BEST WAY

TO PREDICT

YOUR FUTURE IS

TO CREATE IT.

–

ABRAHAM

LINCOLN

WE ARE A UNIFYING LEADER RESPONSIBLE FOR THE GROWTH, SUSTAINABILITY, AND SUCCESS

OF NETBALL.

OUR PURPOSE


WE HAVE A VALUES-DRIVEN CULTURE OF EXCELLENCE

BASED ON TRUST.

OUR VALUES


VISION IS

THE ART OF

SEEING WHAT IS

INVISIBLE

TO OTHERS–

JONATHAN

SWIFT

TO BECOME A WORLD-LEADING SPORTS ORGANISATION,

RESPECTED FOR TRANSFORMING LIVES THROUGH NETBALL.

OUR VISION


NETBALL QUEENSLAND IS STRUCTURED, CAPABLE AND

RESOURCED TO OPTIMISE THE ACCESS, POPULARITY AND

COMMERCIALISATION OF NETBALL ACROSS QUEENSLAND.

OUR 2019 AMBITION


BIG RESULTS

REQUIRE BIG

AMBITIONS–

JAMES

CHAMPY

To achieve our 2019 Ambit ion, th is St rategic P lan

is bui l t around f ive P i l lars :

1. PARTICIPATION AND DEVELOPMENT

2. HIGH PERFORMANCE

3. GOVERNANCE AND DELIVERY

4. COMMERCIAL AND MARKETING

5. STATE HOME OF NETBALL

Within each Pi l lar, the Focus Areas and speci f ic Goals

for the next three years are def ined. Against these

Focus Areas, we have ident i f ied Key Act iv i t ies and the

mechanisms for measur ing performance. The Goals wi l l

be assessed against pre-def ined performance targets

(KPIs) speci f ied in under ly ing annual Operat ions P lans.

This leve l of c lar i ty and accountabi l i t y wi l l dr ive

cont inuous improvement .

STRATEGIC PILLARS

FIVE PILLARS

PARTICIPATION AND DEVELOPMENT

01

HIGH PERFORMANCE

02

GOVERNANCE AND DELIVERY

03

COMMERCIAL & MARKETING

04

STATE HOME OF NETBALL

05


01PARTICIPATION AND DEVELOPMENT

S T R A T E G I C P I L L A R


STRATEGIC FOCUS AREA STRATEGIC GOALS KEY ACTIVITIES MEASURES

1. CREATE A WORLD-CLASS COACHING ENVIRONMENT

1.1 Every coach has access to relevant, quality coach development opportunities

1.2 Coaches foster a culture that grows and enhances the game, including knowledge share and transfer

1.3. Coaching knowledge and capability improves to meet the needs of players

• Online forums, courses and resources

• Face-to-face workshops and courses

• Annual Conference

• Formal and informal workshops held in conjunction with key events

• Accreditation courses, workshops, coach support programs

• Registrations numbers

• Satisfaction surveys

• Attendee numbers

• Player surveys

• Player retention

• Coach to player ratio

2. ATTRACT, NURTURE AND RETAIN PARTICIPANTS

2.1 Netball is the most popular sport for girls in Queensland schools

2.2. Associations and clubs proactively provide attractive pathways, programs and other offerings that ensure ongoing participation, including Fast5 formats

2.3. Participation, leadership and pathways for diverse communities are designed and implemented

2.4. Every Association promotes and delivers NetSetGo consistently across Queensland

• Develop and Implement a Netball in Schools Strategy incorporating Sporting Schools and a new Secondary Schools program

• Fast5 roll out

• Face to face workshops and courses for Officials

• Indigenous Advancement Program (IAP)

• Marie Little Shield

• Strategic partnerships with delivery agents in targeted population groups

• Inclusion NetSetGO

• NetSetGO programs

• NetSetGO workshops

• Membership data

• YoY participation data for all participation programs

• Number of Fast5 sub-licensees

• Workshop attendee numbers

• Satisfaction Survey

• Number of Indigenous Communities engaged in IAP

3. ENSURE COMPETITION OPPORTUNITIES MEET PARTICIPATION DEMAND

3.1 Participants have access to professionally run Netball Queensland and Association competitions

3.2. The range of Netball Queensland sanctioned competitions caters for every level of the athlete pathway

• Queensland Premier League

• Queensland State Netball League

• State Events Series

• Social Netball programs

• Competitions Implementation Project Group

• Number of teams entering each competition

• Satisfaction surveys

• Financial viability of every competition

• Project Group Meetings held


02HIGH PERFORMANCE




4. IDENTIFY, DEVELOP AND POLISH TALENTED QUEENSLANDERS TO SUCCEED AT THE ELITE LEVEL

4.1. Establish and implement a comprehensive State-wide talent identification system and appropriate competition structures for players, coaches and umpires

4.2. Netball Queensland High Performance programs (Firebirds, Fusion, Elite Development Program, State 19U and 17U squads) are recognised as the national leader in terms of delivery of holistic programs, underpinned by optimal levels of SSSM, coaching, wellbeing, and personal excellence support

4.3. The Firebirds value their connection with the Netball community through high levels of engagement and involvement in community activities

• Talent Identification System

• Coach Development Project

• Deliver competitions that achieve talent identification, development and retention outcomes

• Deliver well planned, innovative and progressive elite programs

• Firebirds Community Engagement Program

• Mentoring programs within the Netball Queensland Elite Programs

• Coverage of targeted events by talent scouts

• Number of capable coaches eligible for Netball Queensland selection

• Athlete surveys

• Retention of talented athletes, coaches and umpires

• Stakeholder Survey on Firebirds brand value

• Queensland Representation in National Programs


03GOVERNANCE & DELIVERY




5. BUILD WORKFORCE CAPABILITY AND CAPACITY, REDUCING OUR RELIANCE ON VOLUNTEER FOR DELIVERY

5.1 Build capability of the netball workforce through facilitating professional development and assisting committee members to become ‘fit for purpose’ in their role

5.2 Build the capacity of the Netball workforce by growing the number of paid administrative and development staff across Netball Queensland, Associations and Clubs

5.3 Build the sustainability of Member Associations through advice, support and resources on commercialisation, sponsorship, governance, media and communications

• Annual Leaders Conference

• Annual Professional Development Calendar

• Association visitations, workshop delivery, ongoing guidance and support

• Provide resources and advice to Associations on employing and managing paid staff

• Provide resources and templates on effective practice regarding commercialisation, brand, media and communications

• Conference attendee numbers

• Conference evaluation survey

• Member servicing data

• Member satisfaction surveys

• Association staffing audit (FTE, PTE, contracted staff)

• Benchmarking data across all Netball deliverers

• Association revenue data

6. OPTIMISE THE DELIVERY OF NETBALL

6.1 Implement a state-wide organisational structure with clearly defined roles and responsibilities for each entity to ensure the effective delivery of Netball

6.2. All Associations value and use Net Assist to improve governance and operational practices

6.3 All Associations conduct online registration through MyNetball and increase usage of all other functions

6.4 Develop and implement a State-Wide Facility Plan to ensure Queensland can support growth in player numbers

• Implement 2017-2019 service delivery model

• Develop a Regional Queensland Strategy

• Implement Net Assist program

• MyNetball training and support

• Develop a Netball in Queensland Infrastructure and Facility Master Plan

• Member registration data

• Number of Members using NetAssist

• User satisfaction Survey

• Number of Associations using self-registration and other identified functions

• Facility Plan is implemented

7. PROVIDE ADVOCACY TO ENSURE QUEENSLAND NETBALL HAS A STRONG VOICE WITH GOVERNMENT AND STAKEHOLDERS

7.1 Work collaboratively with Netball Australia to maximise commercial and shared service outcomes for netball at national and state levels

7.2 Provide a strong, influential advocacy voice for the Netball community with stakeholders at all levels

7.3 Build strong partnerships with Local Councils to drive greater investment in events and competitions (State Age, Queensland Cup and Primary Schools Cup) and local facilities

• Engage with and advocate for netball with National, State and Local Government

• Represent Queensland at all National meetings and forums held by Netball Australia

• Provide Members with support and guidance on funding applications

• Investigate and communicate all funding opportunities

• Successful funding applications for strategically identified projects at state and local levels

• Attendance at relevant stakeholder forums and meetings

• Funding support provided on request


04COMMERCIAL & MARKETING




8. DIVERSIFY AND INCREASE REVENUE STREAMS

8.1 Optimise commercial returns from the business of netball across all levels of the sport in Queensland

• Build and support corporate and government partnerships that have strong brand alignment with NQ and/or the Firebirds

• Create new programs and products across the netball pathway to deliver both community and commercial outcomes

• Optimise our e-commerce merchandise capability and work collaboratively with licensing partners to maximise sales

• Sponsorship income

• Sponsor media exposure

• Firebirds membership income

• Firebirds match income including corporate hospitality sales

• Government funding

• Merchandise income

9. DEVELOP ‘FIREBIRDS’ AS AN ICONIC SPORTS BRAND

9.1 Establish the Firebirds as the leading female sports brand in Australia

9.2 Broaden awareness and engagement of the Firebirds

9.3 Extend the audience of the Firebirds’ brand beyond netball

• Actively promote the Firebirds players as great athletes and compelling personalities and role models

• Work collaboratively with media to maximise exposure and profile of the Firebirds and Suncorp Super Netball

• Work collaboratively with our corporate partners to build the Firebirds’ brand

• Brand tracking research (interest, awareness, passion)

• Media coverage

10. CULTIVATE A PASSIONATE, LOYAL AND HIGHLY ENGAGED FAN BASE OF THE FIREBIRDS

10.1 Build the Firebirds’ fan base into the most tribal, passionate and largest of all Suncorp Super Netball teams

• Implement cutting-edge digital and social media strategy to engage fans

• Implement innovative and targeted advertising and publicity campaigns

• Deliver a highly interactive and entertaining Firebirds match day fan experience

• Deliver extensive fan and community engagement activities

• TV viewership

• Match attendance

• Firebirds membership

• Social media following and digital engagement

• Website traffic

• Firebirds Player appearances


05STATE HOME OF NETBALL




11. USE THE STATE HOME OF NETBALL AS A PLATFORM TO DRIVE NEW AND IMPROVED REVENUE STREAMS

11.1 Secure a naming rights partner and commercial supply / sponsorship agreements

11.2 Develop a Business Plan which identifies high performance, community and commercial objectives and balances elite and community playing and training requirements

11.3 Conduct a feasibility assessment for sport tourism including the addition of accommodation and catering options, and lecture facilities

• Sponsorship Program

• Develop checklist of services and obtain quotes

• Identify and consult internal and external users, and potential operators for ancillary services

• Develop marketing collateral

• Refine and monitor revenue and cost implications of the facility

• Identify accommodation supply within 1km and 5km radii

• Undertake comprehensive financial modelling and risk management planning

• Sponsorship income

• Facility usage

• Number of users

• Facility Business Plan completed

• Communications Plan


SOMEWHERE BEHIND THE ATHLETE

YOU'VE BECOME AND THE HOURS

OF PRACTICE AND THE COACHES

WHO HAVE PUSHED YOU IS A

LITTLE GIRL WHO FELL IN LOVE

WITH THE GAME AND NEVER

LOOKED BACK. . .PLAY FOR HER. –

MIA HAMM



QLD.NETBALL.COM.AU NETBALLQ FIREBIRDS.NET.AU

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