1. STRATEGY RE-FOCUS

2. Our aspiration To be a leading sport on and off the diamond.

3. What does that mean?  More  Players, coaches, umpires, scorers, other volunteers  Better  Softball experiences - incl competitions/tournaments  Player development  Competitions  Facilities  Results internationally  Improved  Alignment and cooperation  Brand and profile for the game  Organisational performance – clubs, associations, SNZ

4. Why?  Because …  We have a great game and we want people to play softball because it offers great value – for example Can be played in an hour or two. It can be modified for kids and others You can play internationally You can get an education from it You can represent your country You can play with your mates or your family People of all abilities can play It’s game of action It’s challenging and fun There’s a variety of tournaments and competitions ETC

5. So, what stops us from being a leading sport now?  In some areas we are doing well  In others we haven’t responded to the changes that are occurring in the environment around us

6. Change is inevitable. Progress is optional. Our challenge

7. Challenges #1: Scale SNZ 23 Associations ? Clubs 30,000 players? / ? volunteers 4,000,000 New Zealanders

8. Challenges #2: Resources ResourceSupply Financial People Information Support

9. Challenges #3: Image INTERNAL VIEW EXTERNAL VIEW

10. Challenges #4: Change

11. Strategic aspects High Performance Delivery of local softball Capable organisations and people Game development

12. Priority focus – local softball To grow the game by building a high quality delivery system that is nationally-supported and locally implemented.

13. The softball delivery system players volunteers organisations goodwill partnerships money knowledge information leadership ownership game

14. So that we can achieve…  Players  Better recruitment and retention at all ages and stages of participation  Volunteers  Better recruitment and retention of volunteer coaches, umpires, scorers and administrators  Clubs, associations, head office  Improved capability and capacity  Better alignment and coordination towards common goals  High performance  Improved talent identification and development  Consistent top eight finishes in key world events

15. Measured by… PLAYERS Increase in number of players as measured in association annual returns VOLUNTEERS Establish benchmark numbers of volunteers. Increase in number of active volunteers. CLUBS/ASSOCIATIONS/SNZ SNZ and larger associations complete ODT and implement organisational improvement plans. HIGH PERFORMANCE Development of talent identification and development plans incorporating association high performance planning. Results at key events.

16. So, how do we do this? A game of singles, not home runs.

17. GROWSUSTAINEXCEL PLAYER DEVELOPMENT VOLUNTEER DEVELOPMENT GAME DEVELOPMENT ORGANISATION DEVELOPMENT A framework for action Local Softball Strategy Talent – ID & Development High Performance On the diamond Off the diamond

18. Framework GROWSUSTAINEXCEL PLAYER DEVELOPMENT VOLUNTEER DEVELOPMENT GAME DEVELOPMENT ORGANISATION DEVELOPMENT RECRUIT/GROW: Players and volunteers Young people Schools/clubs linking Game formats Competition types Events Profile and image Healthy clubs/associations QUALITY/RETAIN/IMPROVE: Experiences Coaching Organisation Facilities Competition structures Development pathway Talent ID Alignment and partnerships PERFORM: Talent Development White/Black Sox Junior Sox Succession planning International competition Highly capable people and organisations

19. SNZ’s role SNZ Leadership (influence and support) expertiseresourcespartnershipsmoney

20. Nationally supported, locally implemented SNZ RGDO Capable associations A A A A A A A A A A A A A A A A A A A A A A A A A A A A A A expertiseresourcespartnershipsmoney CLUBS/SCHOOLS/OTHER PROVIDERS EXISTING / POTENTIAL PARTICIPANTS and VOLUNTEERS