Strategic Plan CONTENTS

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2 CONTENTS Board I ntroducti on... 3 Overvi ew Strategi c Plan i n Context... 5 The Strategi c Plan... 6 Key Focus Vi si on Goals Key Results Areas ( KRAs) Summary KRA 1: Development KRA 2: BOC Member Servi ces KRA 3: Governance and Management KRA 4: I nclusi on Oceania Strategic Plan Page : 2

3 Board Introduction Badminton Oceania Confederation s (BOC) Board presents it s Strategic Plan. Nation members retain their autonomy to determine their level of engagement with this plan. The Plan recognises Badminton World Federation s (BWF) Strategic Plan expectations and initiatives relevant to all Continental Confederations. A number of BOC s Strategic Programs are based upon BWF objectives. The Board also recognises the diversity of its members cultures, history and the capacity that each nation and its peoples bring to the Confederation. In addition the present state of badminton development in each nation. This Plan is only possible if implemented in partnership with members. It is assuring members share badminton knowledge and strengths with fellow nations. The rolling Strategic Plan is the outcome of reviewing BOC s Strategic Plan; evaluating recent Operational Plan results; considering suggestions from member nations; and reflecting on the deliberation of a BOC Strategic Planning seminar attended by BOC Board members and staff, national representatives, and a BWF staff member. The Board has decided on four key result areas for Oceania: Development, Member Services, Governance and Management and Inclusion. In keeping with the BWF s priorities, Development will receive particular attention and support. The Plan is straightforward in design so it a useable and accessible document. It sets the broad expectations for BOC staff operational work. It is the staff s responsibility in cooperation with members, within the a reality of a limited budget and 1.8 EFT staff, to convert the Board s strategic priorities into annual Operational Plans to deliver the expected outcomes, report progress to the Board and members and recommend change as required. Importantly, we have been realistic about what can be achieved, and believe we have found a proper balance between expectations and what can be practically delivered, whilst at the same time developing stronger member nation knowledge, skills, and capacity for self development. To that end, the Plan includes several new innovative priority programs - National Development Plans, Flexible Floating Development Centres, a Participation Rate Study, and Badminton International Volunteers Oceania (BIVO). All priority programs have a catchy bold title for ease of identification. The Board is very conscious of the need to build patiently and progressively the badminton base within Oceania s developing nations. This brings about a creative tension between the higher aspirations of the Olympic challenge and the actual needs of the majority of our members. The Board is determined to improve member nation involvement in the development and ownership of the Strategic Plan, and has endorsed engagement processes to meet that expectation. Given the challenges of distance, cultural diversity, and limited resources, we believe the BOC s Strategic Plan will serve its members and the BWF Vision well. On behalf of Badminton Oceania Incorporation Board 2012 Geraldine Brown Chairperson Oceania Strategic Plan Page : 3

4 Badminton Oceania Continental Confederation Strategic Plan The Badminton Oceania Confederation (Badminton Oceania or BOC) is BWF s agent in the Oceania/South Pacific region to promote and regulate Badminton. Badminton Oceania is the youngest of BWF s five Confederations, being established on May Its operational office is in Wellington, New Zealand. BOC is a diverse Confederation of 14 National Olympic Committees covering many millions of square kilometres. (See map insert for member nation locations). Flight times from East to West are in excess of 18 hours, and nearly 10 hours North to South. It is one of the largest confederations by area but the smallest in terms of population. Our largest country Australia has a population 23 million, our smallest Tuvalu 10,500. Member nations New Zealand and Australia have participated in all Olympic Games since the introduction of badminton at the 1992 Barcelona Olympics. BOC aspires to increase that number. It is estimated that more than 200* million people compete and participate in badminton worldwide (BWF Survey 2010) and it is part of BOC s Vision to increase that participation level within Oceania through the professional innovative delivery of development and training programs, member services supported by sound management and strong member nation backing. Oceania Strategic Plan Page : 4

5 BOC and its members face a number of challenging factors in that quest. Communication, distance and time, along with the high cost of getting people together to experience development and training programs, international competition and management functions are major issues. These challenges compound given the economic framework of the Oceania Confederation, particularly for some Pacific Island nations where the per capita income (PCI) level limits their peoples capacity to participate at a level commensurate with nations with significantly higher PCI. BOC believes that BWF and National Olympic Committees understand these realities and recognise their continued support is the foundation for badminton s future growth in the Oceania Continental Confederation. Overview Strategic Plan in Context Broadly, BOC s Board s four-year Strategic Plan is developed in partnership with member nations and BWF to provide leadership and direction for badminton by focusing on shared short, medium and long-term strategic priorities to ensure maximum impact and progress in the delivery of all strategic priority programs in Oceania. The Strategic Plan addresses the following in sequence: Vision Goals KRA s Strategic Priorities Strategic Priority Programs KPI s There is naturally some necessary overlap and interdependence between Strategic Programs. It is upon this framework that the staff build the projects and related activities for their annual Operational Plans to achieve each priority program s KPI(s). KRA Strategic Priority Strategic Priority Program(s) Project/Activities KPI s It is then a partnership between the staff and each member nation, or mix of partners, or partner, who deliver each project within the available resources. The Strategic Plan and annual Operational Plan also act as a guide for member nations when setting expectations for their own National Development Plan (NDP). The Strategic Plan is made available to the BWF and ONOC for accountability and grant purposes. BOC has adopted an annual rolling review process to ensure that its four-year Strategic Plan is always relevant. To achieve a rolling Strategic Plan that is up-to-date with the changing badminton environment, the BOC Board, members and staff review the Strategic Plan annually prior to and at the annual Board meeting and make any necessary changes. Oceania Strategic Plan Page : 5

6 The process is set out in the following diagram. BOC Rolling 4-Year Strategic Plan (SP) and Annual Operational Plan (OP) Review Pathway Map Plans Who Reviews Other Factors Updated SP Board Members NDP s & BWF OP 2012 BOC Member Nations 2012 OP & SP Review SP Staff Members OP 2013 The Strategic Plan Key Focus To optimise the number of badminton participants within the Oceania Confederation beginners, high-performance players, officials, social players, clubs, sponsors, spectators and fans. Vision To have a strategic plan that can effectively develop and promote the sport of badminton in the Oceania Continental Confederation within the broader context of the BWF Strategic Plan. Maximise the number of Oceania National Olympic Committees participation in BOC and the BWF. Goals Within broader BWF framework, BOC s Goals (identified as Objects in BOC Constitution, p3) are: Promote the aims and ideals of the IOC and the BWF. Integrate and foster participation at all levels of Badminton in Oceania; Promote active participation by Members in international Badminton competition; Promote recognition of Badminton as a leading participative sport; Encourage the provision of appropriate facilities for participation in Badminton; Act in the interests of sport, and Badminton in particular; Establish and maintain cordial relations with other sporting bodies; Promote and develop the standards of officiating throughout the Region; Promote and develop the standards of coaching throughout the Region; Promote and develop the standards of administration throughout the Region; Promote and develop standards of event administration throughout the Region. Key Results Areas (KRAs) Summary Key Result Areas (KRAs) are the major areas identified by BOC Board for its attention over the planned four years for which it will devote its resources and staff. Each KRA s is sourced from BOC s Goals, and the language re-forged through the annual review process. Each KRA has strategic priorities supported by a number of strategic priority programs, each with a key performance indictor (KPI). The KRA strategic priority programs guide BOC staff to develop Oceania Strategic Plan Page : 6

7 annual Operational Plans to deliver specific projects and activities to members in a determined drive for excellence in developing badminton in the Pacific as the world s best racquet sport. Completion dates for KRA KPI s are indicative, and are better reflected in annual Operational Plans. Service Delivery Special Note To overcome the tight budget and geographic constraints and to complement BOC staff the Board has endorsed two new parallel strategic priority programs for trialling, the Flexible Floating Training Centres (FFDC s), and Badminton International Volunteers (BIVO s). The FFDC s are designed to take advantage of major events like the Oceania Championships or the proposed developing nations closed events. The idea is to conduct comprehensive integrated training programs for players, coaches, court officials, event organisers, administrators, etc, either before or after the event at that location; or when appropriate, to use geographical central nations like Fiji or Samoa to conduct the same type of programs. FFDC possibilities noted by * in the Plan. The BIVO s are people (possibly retired) who have knowledge of one or more aspects of badminton at accredited level, are financially independent, and who are prepared to give their time at their cost to assist in delivering an aspect of a member s National Development Plan and or contribute their services to a FFDC training program. Host nations may provide some accommodation or other support. BIV possibilities noted by ^ in the Plan. Oceania Strategic Plan Page : 7

8 KRA 1: Development Goals: To strengthen a bottom-up development of badminton by enthusing children to adopt the sport from school-age. To ensure targeted Oceania development programs which increase badminton s visibility and active participation in the sport for new participants, players, coaches, technical officials, administrators, event and team managers, volunteers, sponsors, spectators and fans. To promote robust competition structures and development pathways for players, coaches, technical officials, administrators, event and team managers. Strategic Priorities Strategic Priority Programs Outcome / KPI Schools Badminton Badminton Schools Priority A focus on the delivery of badminton development knowledge and skills into every Oceania school and supported by the national badminton body. - All National Development Plans (NDP s) have schools badminton as priority over period - NDP must include implementation in NDP planning process Shuttle Time ^ (including schools badminton teaching / learning materials). - Online - Each member registered and utilising online resources Schools Badminton Training and Shuttle Time Courses * ^ - Provision of resources for coordinators, trainers, tutors, teachers, parent volunteers, and children as leaders Schools Ideas Network- Sharing good school practice between schools across Oceania Needs Based Equipment Supply Provision of badminton equipment in order to implement Shuttle Time project and progress towards NDP School Badminton Partners (Benefactors, Commercial, Education and Sports Ministries, NOC s). - All member nations completed Shuttle Time and schools badminton training course or the national equivalent. - Assist access to equipment - Resources online and mail available from beginning 2013 or before. - Creating links and building relationships suppliers and distributors - Two new partners accredited each operational year. Oceania Strategic Plan Page : 8

9 1.2 Coach Education Coach Education Programs Framework Identification of coach development pathway framework and the standards at each level of development Coach Education Forums* ^ The conduct of BWF accredited coach forums primarily through FFDC s BWF Sports Science / Sports Medicine Research Working with BWF and Oceania identify and promote Sports Science / Sports Medicine Research for Coaches Accredited Coach Education Register Establish and maintain coach register for Oceania and publicise throughout Oceania Roving Coach Identify and provide a roving coach to attend less developed members in response to priorities in the NDP. - Framework for Level 1, and or 2, and or 3. Program attendance set in all NDP s and aggregated in BOC Framework. - Different framework for Australia/NZ and PI Members - At least one or better: Level , 15 and 17 L } in conjunction with Australia/ NZ L } - All accredited coaches able to access 2012 onwards. - BOC Register by 2012 then cumulative - At least once per year. Link needs and personnel available. RDM report to on NDP during Player Development Less Developed Badminton Nations * a) Competition Structures All Member Associations host closed Event * b) Talent Development - for elite, talented and emerging players. - At least one annual event - At least one per year - FFDC International Level 8 events in Oceania * Opportunity for world ranking -2 in NZ, 2 in AUS, 1 Fiji, 1 Tahiti, 1 New Caledonia, 1 NMBA, 1 Samoa 1.4 Events / Event Training Programs Olympic pathway pacific island players Aus and NZ Shared Training / BWF Coach * - Access BWF elite coach to conduct shared training camp for elite New Zealand and Australian players and identified elite players from any other Oceania member Floating Flexible Development Centres * ^ - Conduct comprehensive integrated training programs for players, coaches, technical officials events organisers, administrators, etc, either before or after major events at that location; or when appropriate, to use geographical central - Coordinate partners and personnel assist Olympic Pacific island player opportunity (Timing of training camp prior to Glasgow or post Oceania Champs) - Establish protocols/processes One per year target 40% women Oceania Strategic Plan Page : 9

10 nations like Fiji, Samoa or Guam, Northern Marianas 1.5 Membership Growth 1.6 Spectators and Fans New BOC Members ^ - To have all Oceania nations as members of BOC Major Events Finals Spots Invite Tourism Authorities, Dignitary, business partners, NOC s and MOE to the finals of all international major events special seating REG: Road-show Exhibition Games Badminton exhibition games by talented players in public venues in developing countries Papua New Guinea, Guam, Tokelau, reactivation Cook Islands, Nauru Soloman Islands, Vanuatu Palau and FSM Marshall Islands, Nuie, Wallis Futuna, American Samoa - All major events from 2012 on - At least one per year? $$ only in conjunction w Shuttletime programme. - MA s set up courts in shopping malls - Attend Parade s Oceania Strategic Plan Page : 10

11 KRA 2: BOC Member Services Goal: Improve the standard of badminton s administration at all levels of the sport Strategic Priorities Strategic Priority Programs Outcome / KPI Servicing National Bodies * ^ Infrastructure Support Badminton Administration Improvement * ^ - a) Bringing member constitutions up to BWF expected standard. - Member Awareness by Progressive revision of constitutions in context of NDP s up to end of 2016 so all national bodies comply with BWF b) Management, meetings, plans, badminton promotion, etc standards BOC National Badminton Development Plans ^ - Establish universal use and consistent approach to member nations formulating and acting upon a rolling four-year Badminton National Development Plan that meets member needs within the BWF/BOC strategic frameworks. 2.2 Information/Communication Informed Staff and BOC Board - Ensuring all matters affecting staff and BOC Board business are drawn to the staff/board member s attention in a timely manner Knowledgeable Members - Keeping members informed of BOC, BWF and members activities by all means available including clearing house of promotional ideas. Establish interactive section on BOC website for member contributions Knowledgeable Office Keeping BOC staff informed of MA activities and changes. - As identified in negotiated NDP s through Develop Discussion Paper by July Negotiate and establish format December No less than two Plans per year from 2013 onwards. - One Summary of Organisation per country updated every year Collective and individual annual staff/board member assessments 90% +ve - Biennial member survey response 90% +ve Pacific Games 2.4 Outdoor Badminton Target Pacific Games Badminton as a Pacific Games Sport 2015 and beyond Pacific Olympics Paper Recognise the Pacific Games are Oceania s Olympics for developing nations. Investigate celebratory and promotional aspects for badminton Shuttle Outdoors- Encouraging the use of the most available facility in Oceania beaches and the outdoors. - PNG Tonga/Tahiti/Soloman Islands (?) Badminton active in country bidding to host - link into BIVO programme - Paper for Board July Action outcomes When outdoor shuttle developed look at pilot in a MA link in with Shuttletime programme - Develop a Rules Package, changes to riles - Promotion throughout 2013/2014 Oceania Strategic Plan Page : 11

12 Strategic Priorities Strategic Priority Programs Outcome / KPI Badminton Volunteers BIVO s Skilled accredited volunteers working with least developed badminton nations and nations in need of specialist skills - Concept Paper April Administrative infrastructure development by November 2012 and Board AGM Advertising and selection first quarter Promotion and Implementation May 2013 on. [[Accredited list [interview, police check, certain qualifications, in BOC database]] Oceania Strategic Plan Page : 12

13 KRA 3: Governance and Management Goals: Ensure all BOC central and members operate to the highest standards of probity and accountability Effectively administer and manage the BOC and build a dynamic, sustainable and business orientated organisation using the most effective tools and resources available. Strategic Priorities Strategic Priority Programs Outcome / KPI BOC Policies Policy Reflection - Annual (or on demand) review of specific policies identified by the Board at its AGM to ensure current appropriateness and applicability. - By 2013: Women in BOC, Finance Reporting, & Staff Leave as determined by Board 3.2 Badminton Participation Rate Badminton Participation Study Formal study of present badminton demographics in Oceania member nations as base data to develop a Oceania Badminton Growth Plan. - By end of Commence formulating Oceania Badminton Growth Plan 3.3 Improving BOC Revenue Streams Revenue Paper Ideas paper setting out possible new income streams for BOC like Masters Games Board Meeting 3.4 Strategic Plan Review and Operational Plan Participation and Evaluation 3.5 Alignment of BOC and BWF Strategic Plan terminology and format Review and Evaluation Paper Designed to establish sequential protocols for effective Board and member participation in the reviewing of the BOC Strategic Plan and the evaluation of the BOC annual Operational Plans, and in the formulating of new Plans BOC and BWF in Harmony Representations to BWF to move towards developing alignment of common planning terminology and expectations between BWF and confederations to optimise effort and avoid confusion. - For Board and Members July Implementation from 2013 forward - Progressively towards BWF and BOC Strategic Plan 3.6 BWF Strategic Plan KPI s BWF Reflection Ensure BOC accounts for BWF s Strategic Plan s KPI sand Strategies that address Continental Confederation issues. - Annual account to the Board Oceania Strategic Plan Page : 13

14 3.7 Continental Confederation Clarify CC s Representations to BWF seeking clarity on the role of Continental Confederations as the BWF s agent. - June BOC Compliance BOC Probity Ongoing compliance with all national laws 3.9 BOC Board A Full Board Seek full national representation Board membership - No later than 2014 Oceania Strategic Plan Page : 14

15 KRA 4: Inclusion Goals: Positively encourage and give opportunity to all persons who aspire to participate in badminton as players, coaches, court officials, event directors, administrators, spectators or fans. Affirm and increase participation and profile of individuals and groups that in the past may have had restricted access and possibilities. Strategic Priorities Strategic Priority Programs Outcome / KPI Parabadminton in Oceania 4.2 Oceania Women in Badminton Para-Badminton Player Action - Based on para-player data from members through 2011 Operational Plan, plan an para-event and training program around the Oceania Championships or similar opportunity like a FFDC. Seek BWF support Women in Badminton Training Programs Profiling Successful Badminton Women and girls- Featuring women in badminton on website and in National publications with cooperation of member nations - Conduct event celebrate parabadminton Ballarat or a FFDC location 2013 or At least 3 women in every BOC sponsored program - No less than 6 feature articles per year Oceania Strategic Plan Page : 15