1. Water Polo WA Strategic Planning 2017 - 2020
November 2016

2. Purpose Statement - WPWAI
WPWAI exists to:
Primary measure of performance:
This should describe our purpose; the difference that we make
Advance water polo in WA.
This is the single most important measure of whether we are realising our purpose
Participation
NPS

3. WPWAI’s core values Focused Single-minded focus on a shared goal
Prioritisation
Efficient allocation of resources
Fair
Transparency and consistency of decision making
Equity (no favouritism)
Friendly
Effective communications
Forge connections & build relationships
Approachable & welcoming

4. To be WA’s most enjoyable team sport.
Vision Statement
WPWAI’s long-term vision is:
To be WA’s most enjoyable team sport.

5. Strategic Pillars
We will achieve this vision via WPWAI’s four key focuses:
Talent Development
Sports Development
Finance
Management &
Governance

6. Strategic Pillars Defined
Talent Development:
Pathway clarity, understanding and compliance
High Performing clubs.
HP providers and programs are supported and accessible
Sports Development:
We are growing participation through promotion of, and access to, the sport.
We are developing our clubs and people as the sport grows.
Excellent competitions and events are moving us towards our goal of being WA’s most enjoyable team sport.
Finance:
We have developed a sustainable financial model.
We will have developed alternate revenue streams
We will have explored commercial business models
Management and Governance:
Our data collection is aligned with our strategy.
Our management and governance processes are optimising cooperation throughout the sport.

7. Talent Development WPWAI's 4 year vision is to: Talent Development
WP High Performance programs are well –defined and accessible.
The pathways for athletes, coaches and officials are clearly defined.
Structural changes relating to the talent pathways are implemented.
We are measuring the performance of our talent pathway.
Our talent pathway is delivering the best outcomes to athletes, coaches and officials.
We are meeting our pathway’s performance targets.
Mechanism in place to allow our regional athletes, coaches and officials to access and progress through our talent pathway
Access to NWPL Clubs is available to all participants
Transparent selection processes in place for athletes, coaches and referees

8. Finance WPWAI's 4 year vision is to: Finance
We have reviewed the financial sustainability of our business model.
We have developed strong, new and diverse revenue streams.
Our sponsorship strategy incorporates a sports-wide and/or club sponsorship skills package
Our sponsorship strategy is meeting its targets.
There is a defined range of participant fees to guide clubs

9. Sports Development WPWAI's 4 year vision is to: Sports Development
We have a plan in place for broadening water polo’s geographic footprint in WA.
We have a coordinated promotional plan in place for water polo in WA (between WPAL, WPWAI and clubs).
We have a coordinated marketing and communications plan in place in WA (between WPAL, WPWAI and clubs).
We understand the skill set that people and clubs require to advance water polo in WA.
We understand our retention issues and have identified strategies to implement.
Our data collection system is capturing every player.
The competition structure and formats recognise social change and are supporting growth, innovation and the number of clubs and players.

10. Governance and Management
WPWAI's 4 year vision is to:
Governance and Management
The clubs have completely bought into the WPWAI vision and strategic plan.
Our Board are a high performing team.
WPWAI has best practice governance processes in place.
We have decided and executed our position on “shared aquatic services” using a business case approach.
WPWAI and the clubs (including the national league clubs) are reaping the rewards of taking a cooperative approach to strategy implementation.
We have a plan to leverage our relationships for the long-term health of the sport.
WPWAI is continuing its involvement in the Aquatic Sports Strategic Group and acting on relevant and agreed recommendations.