SwimSA STRATEGIC PLAN DRAFT JULY 2005

SwimSA STRATEGIC PLAN  WHY A STRATEGIC PLAN?  - helps the organisation become proactive not reactive  - sets the basis for leadership and organisational structure  - provides a mechanism to evaluate the organisation  - gives the organisation a future to look forward to

SwimSA STRATEGIC PLAN  WITHOUT A PLAN??  - WE MIGHT OPERATE ON AN ADHOC BASIS  - WE MIGHT NEVER BE ABLE TO ANTICIPATE FUTURE PROBLEMS  - WE MIGHT ONLY DEAL WITH THE HERE AND NOW ISSUES  - WE MIGHT THINK WE ARE DOING BETTER THAN WE REALLY ARE

SwimSA STRATEGIC PLAN  FAILING TO PLAN IS PLANNING TO FAIL  SO WHAT IS OUR “PLAN?”

SwimSA STRATEGIC PLAN PROCESS USED TO ARRIVE AT THIS POINT  LET’S LOOK AT WHAT AUSTRALIAN SWIMMING HAS DONE – use their plan and their knowledge, expertise and experience  COME UP WITH OUR VERSION OF A PLAN  CONSULT WITH OUR MEMBERS  TASK GROUPS ADD STATE FLAVOUR

SwimSA STRATEGIC PLAN Cont’d  FURTHER CONSULTATION TO WIDER AUDIENCE FOR AMENDMENTS  DRAFT PLAN TO AGM  ADOPTION  DISSEMINATION  IMPLEMENT THE PLAN  MAKE IT A “LIVING DOCUMENT”

SwimSA STRATEGIC PLAN What does this plan look like?? VISION (where we want to be!) VISION (where we want to be!) MISSION (what we exist for!!) MISSION (what we exist for!!) GUIDING PRINCIPLES/RATIONALE ( the important things our sport believes in) GUIDING PRINCIPLES/RATIONALE ( the important things our sport believes in)

SwimSA STRATEGIC PLAN KEY STAKEHOLDERS (those who will be affected by the plan) KEY STAKEHOLDERS (those who will be affected by the plan)  KEY RESULT AREAS (the major areas of importance  ACTIONS/STRATEGIES (how we are going to achieve our objectives)

SwimSA STRATEGIC PLAN  Who will take responsibility for this Strategic Plan?  The Board  The General Manager (GM), and his office/development staff  The Corporate Governance Committee (CGC)  The Technical Committee (TC)  The Competitions Committee (CC)  The Development Committee (DC)  All of the above

 WE ALL MUST CARRY A LOAD NOT JUST THOSE PEOPLE/GROUPS IDENTIFIED  NEED TO PRIORITISE  category 1 – essential for preparation of the 2006/7 financial budget and operational plan  category 2 – can wait until resources are available.

SwimSA STRATEGIC PLAN Category 1 PRIORITIES – our major focus areas  building and retaining the membership of * clubs * swimmers * technical officials * administrators  protecting * SwimSA * Members  Improving * Public profile of SwimSA and its members * Gaining and retaining financial support.

SwimSA STRATEGIC PLAN  KEY STAKEHOLDERS  SwimSA  clubs  swimmers  technical officials  administrators  Members ARE THERE ANY OTHERS WE NEED TO CONSIDER??

SwimSA STRATEGIC PLAN  MISSION OF THE ORGANISATION  ??????  TO PROVIDE A STRUCTURE WHICH CREATES AND SUPPORTS INCREASING PARTICIPATION, ENJOYMENT AND ACHIEVEMENT FOR SOUTH AUSTRALIANS IN THE SPORT OF SWIMMING

SwimSA STRATEGIC PLAN  KEY RESULT AREAS/MAJOR PRIORITIES  1. Sport Development  2. Swimmer Development  3. People Development  4. Business Development

SwimSA STRATEGIC PLAN  Sport development – building a strong foundation  Swimmer Development – achieving at every level  People Development – strengthening our most important resource  Business development – building a strong and sustainable future

SwimSA STRATEGIC PLAN  KEY RESULT AREA  GOAL – WHAT IS IT WE ARE TRYING TO ACHIEVE IN THIS AREA? (strategic initiative?)  WHAT ACTIONS ARE WE NEEDING TO IMPLEMENT TO ACHIEVE THIS GOAL?  WHO WILL TAKE RESPONSIBILITY?

SwimSA STRATEGIC PLAN  1. Strategic Priority - Sport Development.  Strategic Initiative 1.1 – Develop a cohesive state sport structure demonstrating strategic leadership and clear direction.  Continue to move towards a consultative, collaborative and integrated sport structure that makes strategic decisions and gives well- informed state level direction, supported by a management team delivering state level initiatives and programmes.  GM/CGC/BOARD1

SwimSA STRATEGIC PLAN  Strategic Initiative 1.2 – Provide information and opportunities for potential members to access the sport.  Allocate resources to provide written information on swimming to all South Australian communities.  GM1  Provide introductory activities with incentives to join the swimming community.  GM/DC1

SwimSA STRATEGIC PLAN  Strategic Initiative 1.3 – Increase participation in the sport at all levels  Develop innovative products and services which enhance the attractiveness of the sport to swimmers at all levels so that swimming becomes a South Australian “lifetime pursuit”.  GM/DC/CC/TC1  Retain swimmers in the sport by developing and providing continuing opportunities for involvement in swimming for both competitive and recreational swimmers.  DC/CC/TC/GM1  Develop policies to address the specific needs associated with participation by swimmers with a disability and junior swimmers.  DC/CC/TC/GM1

SwimSA STRATEGIC PLAN  Strategic Initiative 1.4 – Strengthen the sport’s resources at grass roots level.  Cater for a broader range of membership through flexible club structures which accommodate a range of skill levels and personal objectives  GM/DC/CGC1  Provide a strong level of support to all affiliated clubs through access to modern management techniques, equipment, methods and resources.  GM/CGC/DC2  Identify and develop grass roots resources to complement the traditional club structure.  GM/DC2

SwimSA STRATEGIC PLAN  Strategic Initiative 1.5 – Develop a strategy to protect and enhance the sport’s access to pools and training venues.  Develop a project plan which identifies the future training and development requirements for all members, examines the current situation with respect to pool space access and outlines an achievable set of actions that strengthen access to, and ownership of, “the water”.  DC/GM1  Establish continual dialogue with key government and non- government decision makers.  GM/BOARD1  Seek input and assistance from all members.  GM/CGC/TC/CC/DC/BOARD1

SwimSA STRATEGIC PLAN  Strategic Initiative 1.6 – Improve communication at all levels to ensure optimal outcomes for all individual members.  Develop and implement feedback mechanisms to allow more input into the vision/future for the sport by all individual members.  GM/BOARD1  Establish a state forum for Club Presidents fostering input and feedback on state level programmes and policy initiatives.  CGC/BOARD/ GM1  Enhance the capabilities of information and communication technologies to support and enhance communication within the sport.  GM2

SwimSA STRATEGIC PLAN  Strategic Initiative 1.7 – Ensure required services are available to Country areas.  Ensure the further development of sport services in Country areas.  DC/GM1  Acknowledging the demographic and cultural diversity of South Australia, provide services to Country areas through partnerships with local governments and organizations.  GM/DC1  Strategic Initiative 1.8 – Promote swimming as a drug free sport.  Continue to promote and enforce drug free sport within the swimming community.  TC/CC/BOARD/GM1

SwimSA STRATEGIC PLAN  Strategic Initiative 1.9 – Provide a safe environment for all members via a SwimSA Member Protection Policy.  Ensure that swimming has systems and procedures in place that provide a safe environment within the sport.  CGC/GM/BOARD1  Examine opportunities to enhance the sport’s member protection policy and practices.  CGC/GM/BOARD1  Continually review policy examining whether it is being implemented effectively and is achieving its aims.  CGC/GM/BOARD1

SwimSA STRATEGIC PLAN  2. Strategic Priority – Swimmer Development.  Strategic Initiative 2.1 – Provide swimmers with appropriate competition at all levels of ability  Use best practice methods to plan and execute all SwimSA meets whether at state or local level.  CC1  Provide competitive opportunities which allow athletes to realize their full potential.  CC/DC2

SwimSA STRATEGIC PLAN  Strategic Initiative Develop coaches at all levels through well structured accreditation programmes and ongoing learning opportunities.  Maximise the use of available resources, both practical and theoretical, to provide coaches with state of the art knowledge and continuous on-the-job training.  DC1  Provide coaches with the competitive opportunities to challenge both their swimmers and themselves.  DC/CC2

SwimSA STRATEGIC PLAN  Strategic Initiative 2.3 – Foster a cooperative relationship between SwimSA and its swimmers and coaches. Build strong communication links between SwimSA and its swimmers and coaches. Build strong communication links between SwimSA and its swimmers and coaches.  DC2 Create forums and opportunities where both swimmers and coaches can provide input into the future direction of SwimSA. Create forums and opportunities where both swimmers and coaches can provide input into the future direction of SwimSA.  DC/CGC1  Strategic Initiative 2.4 – Provide talent development programmes which underpin the development of national level athletes.  Provide resources to allow age group athletes training and competitive opportunities.  DC/CC2  Develop, implement and maintain strong target squads.  DC2

SwimSA STRATEGIC PLAN  Strategic Initiative 2.5 – Build a strong network of support services.  Establish an extensive range of support services to cater for swimmers in their home training environment.  DC2  Work with Swimming Australia and SA Sports Institute to nurture a competitive environment.  GM/DC2

SwimSA STRATEGIC PLAN  3. Strategic Priority – People Development.  Strategic Initiative 3.1 – Provide club administrators with development activities and management tools to enhance the performance of their clubs.  Use written and on-line resources to provide information and management tools to ensure best practice methods of club administration and effective dissemination of information.  GM/CGC2  Promote best practice in volunteer recruitment, management and retention throughout the sport, and ensure planning for succession is in place at all levels.  GM/DC/TC1

SwimSA STRATEGIC PLAN  Strategic Initiative 3.2 – Establish a means of streamlining the administrative processes of swimming clubs.  Develop on-line processes to assist swimming clubs.  GM/CGC1  Develop new swim meet styles for club events.  DC/CC/TC2

SwimSA STRATEGIC PLAN  Strategic Initiative 3.3 – Support parents of swimmers with relevant information and resources.  Establish systems, which provide parents and guardians with information on coaching, nutrition, and competitive and career opportunities for their children in swimming clubs.  DC2  Develop a system of face to face forums where issues can be discussed and problems resolved as well as facilitating involvement of parents and guardians in supporting the sport.  CGC/DC/GM1

SwimSA STRATEGIC PLAN  Strategic Initiative 3.4 – Establish education programmes and pathways for technical officials.  Create opportunities to promote the recruitment and training of people wishing to act as Technical Officials within their local clubs.  TC/DC1  In acknowledging the key role of technical officials, develop education programmes based on the evaluation of the individual’s core competencies and interest and ambition in the sport.  TC/DC2  In order to ensure swim meets at all levels are suitably staffed, develop and promote development opportunities for technical officials wishing to officiate at state, national and international levels of the sport.  TC/DC2

SwimSA STRATEGIC PLAN  Strategic Initiative 3.5 – Promote and encourage ongoing coaching education.  Seek to create an environment that allows coaches to receive continuous education in all facets of swimming coaching.  DC1  Encourage coaches to support swimmers at national meets.  DC2

SwimSA STRATEGIC PLAN  Strategic Initiative 3.6 – Establish sound gender equity policies which reach all levels of the sport.  Provide both male and female swimmers, Technical Officials, coaches and administrators with information and opportunities that will encourage, facilitate and retain their involvement in the sport.  CGC/TC/CC/DC2  Strategic Initiative 3.7 – Provide sound leadership and structured development for all staff working within the sport.  Provide development opportunities and clear pathways for all paid staff working within the sport.  GM/BOARD1

SwimSA STRATEGIC PLAN  4. Strategic Priority – Business Development.  Strategic Initiative 4.1 – Enhance the brand to leverage commercial opportunities.  Work with Swimming Australia in the implementation of a national branding strategy that ensures a uniform image for the sport throughout Australia.  GM1  Implement additional information and communication strategies to strengthen the public image of the sport encouraging growth and retention of participants and protect the interests of members and supporters.  GM1

SwimSA STRATEGIC PLAN  Strategic Initiative 4.2 – Improve the effectiveness of marketing activities to provide reliable and continuing revenue.  Develop ongoing and continuing local sources of income.  GM1  Develop and improve the sponsorship management strategy.  GM1  Seek new and diverse local income opportunities.  GM1  Support and encourage Swimming Australia in National income and sponsorship strategies.  GM2

SwimSA STRATEGIC PLAN  Strategic Initiative 4.3 – Develop effective relationships with all external stakeholders.  Ensure compliance with all relevant government regulations.  GM/CGC/BOARD1  Continue to develop the relationship with government agencies, particularly state and local governments to take maximum advantage of all available funding opportunities.  GM/BOARD1  Develop and maintain strong links with all key partners and make active use of all available resources to work in collaboration with them to improve the position of swimming in South Australia.  GM/BOARD2

SwimSA STRATEGIC PLAN  Strategic Initiative 4.4 – Promote the sport to the general public.  Develop innovative packages which showcase swimming as an attractive entertainment for audiences.  CC/GM/DC2  Develop and nurture relations with the local media.  GM/BOARD1  Strategic Initiative 4.5 – Strengthen Information and Communication Technology capabilities.  Develop and implement an Information Technology Strategy to support and enhance the operation and communication mechanisms within the sport.  GM/CGC2

SwimSA STRATEGIC PLAN  Strategic Initiative 4.6 – Develop and implement Risk Management practices across the organization.  Undertake a risk management audit to identify key risk factors associated with the sport’s operation.  CGC/GM/BOARD1  Implement a risk management strategy to protect the assets of the sport.  CGC/GM/BOARD1