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CONTENTS Page Three (3): Presidents Message Page Four (4): Executive Summary Page Five (5): Key Result Areas Description Page Six (6): Vision, Mission, Values Page Seven (7): Page Eight (8 18): S.C.O.R.E Analysis Strategic Plan Key Result Areas i) Governance and Planning ii) Management iii) Club and Sport Development iv) Operations v) Participation vi) Marketing and Promotion Page 2 of 18
PRESIDENTS MESSAGE Page 3 of 18
EXECUTIVE SUMMARY The preparation of the 2010 2013 Croquet Association of Queensland (CAQ) strategic plan sets forth the vision, mission, values, key result areas, sub categories, outcomes, broad strategies, time frames and responsibilities for the organization. This document has developed through dialogue, communication and input from a broad cross section stakeholders within the sport. Initial preparation for the 2010 2013 strategic plan included a review of the 2008 2010 strategic plan which was conducted in July 2009 and again in April, 2010. Further development of the strategic plan included a meeting held in April, 2010 to prepare the framework for the 2011 2013 strategic plan and to determine the key result areas for presentation and discussion at the strategic planning workshop. A strategic planning workshop was conducted in June, 2010 with the following stakeholders present; of Croquet Association of Queensland Representatives from affiliated clubs Representatives from affiliated regions Members of the staff of Croquet Association of Queensland Following on from this meeting, a draft strategic plan has been developed for the endorsement by the members of Croquet. CAQ has progressed as an association over the past three years and the challenge now is to continue to provide the sport with a strong platform to ensure the ongoing viability and success of the game as the sport continues to gather momentum through improved services and communication. The past three years has seen the association undergo huge changes with a greater demand from the membership to improve services and provide a clear, transparent, modern organization that is committed to moving the sport of Croquet into the forefront of sporting organizations within Queensland. Much has been achieved in the previous three years and still more will be achieved in the coming three years. The challenge to provide opportunities for all players, officials, volunteers, staff, sponsors and all other stakeholders has now been set. CAQ looks forward to the challenge ahead and the ongoing support of all who are involved in the great sport of Croquet. Page 4 of 18
KEY RESULT AREAS DESCRIPTION GOVERNANCE AND PLANNING Croquet Association of Queensland (CAQ) will continue to monitor the performance of the strategic and operational plans to ensure that best practice models are being adhered to and the association remains at the forefront of governance and planning for the benefit of the members. The implementation, review and monitoring of all areas of the governance and planning will form the basis of ensuring compliance with the outcomes desired by the organization. CLUB AND SPORT DEVELOPMENT An active approach to assisting all affiliated clubs to remain strong, competitive and viable is the challenge for the strategic plan and the members of CAQ. The creation of recognized pathways for coaches and referees along with creating participation initiatives to link with the participation key result area will have the organization prepared to meet the challenges expected in the coming three years and beyond. PARTICIPATION The creation of junior competition opportunities to stimulate growth in this area is a high priority for all members of CAQ and is reflected in the broad strategies developed to achieve the outcome of junior participation within the sport. As well as providing pathways for junior participation, CAQ will actively support clubs in the recruitment of social and competitive players. MANAGEMENT CAQ undertakes to measure and monitor all areas of management as described in the key result area. The monitoring, reviewing and implementation of the broad strategies in all areas of financial management, administration, business performance, human resource management and communications will be undertaken to ensure the outcomes are achieved within the timeframes requested and the organization will improve its management structure. OPERATIONS Establishing a relevant and up to date calendar of events combined with striving to ensure the utmost in excellence in all events will place CAQ at the forefront of tournament hosting within Australia. Along with maintaining safe, secure and modern facilities to encourage greater participation, CAQ will focus on continuing to improve services to all affiliated clubs that encourage volunteers and provide safe and secure modern venues. MARKETING AND PROMOTION Through innovative and creative marketing, CAQ will establish itself as a sport of the 21 st century. Development of a modern marketing and promotions plan will be the key criteria to establishing a strong and effective image amongst the general community and create improved sponsorship opportunities. Page 5 of 18
VISION: BE RECOGNISED AS A LEADING STATE SPORTING ORGANISATION MISSION: TO PROVIDE STRONG AND STABLE LEADERSHIP TO PROVIDE STABLE ORGANISATIONAL AND FINANCIAL MANAGEMENT PROVISION OF PATHWAYS TO DEVELOP PLAYERS, COACHES, REFEREES AND VOLUNTEERS PROVIDE SOCIAL AND COMPETITIVE OPPORTUNITIES FOR ALL PARTICIPANTS REGARDLESS OF AGE, GENDER AND ABILITY IN A SAFE, FUN AND HEALTHY ENVIRONMENT PROMOTE THE GROWTH AND EXPANSION OF OPERATIONS, FACILITIES AND PROGRAMS THAT CATER FOR CURRENT AND FUTURE MEMBERS VALUES: ENCOURAGE HEALTHY, FUN, DRUG FREE AND SAFE PARTICIPATION IN MALLET SPORTS FOR ALL PLAYERS, COACHES, OFFICIALS AND VOLUNTEERS STRIVE TO ACHIEVE EXCELLENCE IN ALL AREAS AT ALL TIMES OPEN CLEAR AND EFFECTIVE COMMUNICATION TO ALL STAKEHOLDERS AT ALL TIMES PROVIDE OPERATIONAL AND FINANCIAL INTEGRITY AT ALL TIMES MAINTAIN PROFESSIONAL PRACTICES IN ALL OPERATIONAL AND STRATEGIC AREAS Page 6 of 18
S.C.O.R.E ANALYSIS Strengths Constraints Opportunities Risks Expectations All Ages 8 80 Socially Inclusive Multiple Disciplines Availability to play (Local, State, International) Stability in Clubs Sports House Office Non Contact sport Competitions Facilities Healthy Inexpensive Male/Female sport Decreasing volunteers Lack of funding Lack of Junior participation Inherited timeframes Facilities with lighting Day Vs Night games Unlicensed clubs Lack of Pathways Distance within QLD Lack of Media Size of Facilities Rising Costs maintenance Age of player base Create strategic Alliances User friendly playing times University links Other sports bowls Business/Corporate membership Multi purpose sporting facilities Modifications of the games Technology improvements School Club links Demographics Increased funding Exclusive/Elitism Day vs Night games Complacency/Apathy Stable Membership Profile of the sport Tradition Continued Funding Loss of Clubs Demographics Staff V Budget Increased Membership Improved profile/media Increased usage of facilities Continued/improved funding Broad age groups Developed pathways More lit facilities Expansion of courts/facilities Amalgamations More staff (EO) More volunteers Modern Governance practices Annual review of programs Forward planning (Calendar) Availability of information. Page 7 of 18
CROQUET QUEENSLAND PREPARING FOR THE FUTURE (2011 2013 STRATEGIC PLAN) KEY RESULT AREA (KRA) ONE (1) GOVERNANCE AND PLANNING SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE RESPONSIBILITY Strategic Planning Develop, implement and review the 2011 2013 strategic plan Review the 2008 2010 strategic plan Engage consultant to develop and facilitate the strategic plan workshop Consultant to host planning workshop and develop draft plan Stakeholders to provide feedback on plan Create strategic review sub committee to monitor and review performance of plan on a quarterly basis June 2010 / Consultant Strategic Plan subcommittee Governance Structure and Design Review the present structure and adopt the most appropriate governance / design structure Development of discussion paper for changes to management committee structure Adopt the most appropriate management structure Develop position descriptions for all management and sub committee members Review position descriptions for all management and sub committee members Assess skills of management committee Review performance of management committee on an annual basis Review performance of sub committees on an annual basis Ensure constitution is relevant to the proposed new management structure December 2010 December 2010 January 2011 January 2011 Governance sub committee Page 8 of 18
Constitution Review Constitution Develop relevant amendments to constitution Ensure integrity of governance sub committee Governance sub committee By Laws Review By Laws Ensure up to date relevance of by laws Present updated by laws to management committee and membership Governance sub committee Governance sub committee ACA and CAQ communication and consultation Improved communication with ACA Encourage facilitation of three National Council meetings per year excluding the AGM Link ACA strategies to CAQ strategies Communication with local, state and federal government agencies Establish, maintain and improve relations with all government departments Develop, maintain and update database of all relevant government authorities Bi monthly communication with relevant government authorities Administration Administration Communication with clubs and affiliates Improve and maintain improved communication with all clubs and affiliates Encourage clubs to embrace improved electronic communication Maintain and improve association website Develop appropriate communication standards All correspondence is acknowledged 2011 2013 Website coordinator Administration Administration Page 9 of 18
CROQUET QUEENSLAND PREPARING FOR THE FUTURE (2011 2013 STRATEGIC PLAN) KEY RESULT AREA (KRA) TWO (2) MANAGEMENT SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE RESPONSIBILITY Financial Management Provide operational and financial integrity at all times Financial programs kept up to date Provision of monthly reports to management committees and sub committees Provision of regular financial reports to all clubs and affiliates Preparation and monitoring of annual budget within the prescribed timeframe Review membership fees on an annual basis Annual Treasurer Treasurer Administration provide ongoing strong., stable leadership Maintain regular reviews of all administrative and policy procedures Provision of professional development for administrative staff and volunteers Provide specific job descriptions for all members of staff and volunteers Delegation of appropriate responsibilities to members of staff and volunteers Implement staff appraisal reviews on an annual basis Ensure ongoing training for all staff and management committee Implement annual review of all office procedures Review paid positions within organization Ensure clear and transparent process for any vacancies within the organization Review and update all policies as required Page 10 of 18
Business Performance Achieve a professional outlook as viewed by the community Maintain regular management committee meetings Ensure all reporting as required by government authorities exceeds expectations Maintain at all times a clear, transparent and open business practice Encourage feedback from stakeholders on performance Human Resource Management Ensure that all staff and volunteers are properly trained Staff and volunteer productivity levels are maintained CEO position Maintain appropriate training for all staff and volunteers Monitor levels of engagement of staff and react accordingly Investigate other appropriate sporting organizations to investigate best practice methods for staff productivity and satisfaction Feasibility study conducted as to appointment of full time CEO July 2011 July 2013 Communications Maintain, review and improve all levels of communication for stakeholders Provide relevant membership package Continue with MSX newsletter Maintain, update and improve website Create an up to date relevant administrative calendar of events emphasizing key dates Maintain, review and update all key stakeholders Annually Page 11 of 18
CROQUET QUEENSLAND PREPARING FOR THE FUTURE (2011 2013 STRATEGIC PLAN) KEY RESULT AREA (KRA) THREE (3) CLUB AND SPORT DEVELOPMENT SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE RESPONSIBILITY Club Development Ensure all affiliated clubs are operating effectively in all regions Implement strategies to encourage continued growth of clubs Work with government agencies, national sporting organization and affiliated clubs in developing club packages to promote strong, efficiently operating clubs Ensure continued affiliation of clubs with CAQ Appoint funding grant officer to assist affiliated clubs Prepare database of funding grant opportunities for distribution to affiliated clubs Develop technology to promote clubs twitter, face book, Review all areas of operations of associations and affiliated clubs to ensure relevance Annual May 2011 CAQ administration CAQ administration Funding Grant Officer CAQ administration Participation Create junior participation programs Maintain and encourage mature aged programs Create school based junior programs for primary and secondary school students relevant to age groups. Identification of most user friendly form of croquet Establish club school links within all regions Prepare report to identify strategies to encourage greater mature aged participation within defined age groups Create template for use by all clubs for corporate days Maintain initiatives to capture interest in the mature aged market January 2012 January 2012 and ongoing June 2012 Affiliated clubs and CAQ Management committee Page 12 of 18
Coaching Refereeing and Develop coaching and refereeing pathways Create, review and update all coaching manuals as required Mentoring programs created Novice to elite pathway developed for coaches and referees Maintain NCAS coaching and NOAS officiating accreditations Ensure NCAS and NOAS courses are held on a regular basis as determined by need Maintain and improve the level of qualifications of all presenters in line with the requirements of the ACA and ASC All coaching manuals reviewed and updated as needed to ensure adequate for novice to elite High profile coaches engaged as mentors for aspiring coaches High profile referees engaged as mentors for aspiring referees June 2012 June 2012 Director of mallet sports and CAQ Director of mallet sports, CAQ and ACA Director of mallet sports and management committee Page 13 of 18
CROQUET QUEENSLAND PREPARING FOR THE FUTURE (2011 2013 STRATEGIC PLAN) KEY RESULT AREA (KRA) FOUR (4) OPERATIONS SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE RESPONSIBILITY Facilities All facilities are maintained at the highest possible standard Investigate possible facility relationships with local sporting clubs Implement a facilities audit Investigate possible sporting clubs for facilities support June 2012 and affiliated clubs and affiliated clubs Event Management Ensure all competitions and tournaments are endorsed and sanctioned events Improved management of tournaments Achieve viable and strong competition in all areas Achieve national recognition in hosting state, national and international tournaments All affiliated clubs provide list of competitions CAQ implement a relevant and constantly updated tournament calendar of events All tournaments are recorded electronically Maintain and improve the level of communication of all stakeholders Ensure adequate promotion of all tournaments Seek and foster marketing and sponsorship of all major tournaments Ensure adequate preparation and management for all tournaments Implement a tournament management manual July 2013 CAQ administration Volunteer Management Increase the numbers of volunteers within the sport through recognition of the role of volunteers Implement volunteer recognition day Prepare and implement volunteer duty statements for all levels of volunteers Survey volunteers for effectiveness of roles within organization July 2011 Page 14 of 18
Information Technology Improved communication through the use of technology All affiliated clubs have club computer linked to CAQ Implement technology training sessions for all stakeholders Maintain, review and update all office technology as required December 2012 CAQ administration Policy and Procedure Maintain up to date policies and procedures Review and update all policies as required Maintain policy manual incorporating risk management, sun, etc Membership advised on updated policies and CAQ administration Page 15 of 18
CROQUET QUEENSLAND PREPARING FOR THE FUTURE (2011 2013 STRATEGIC PLAN) KEY RESULT AREA (KRA) FIVE (5) PARTICIPATION SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE RESPONSIBILITY Junior Participation Create a junior membership Schools based programs created Junior tournaments created Investigate other sports for similarities Junior talent development squad created Implement a junior membership category Create database of primary and secondary schools within all affiliated regions Organize meetings to promote sport to schools Create and implement school based programs Create and implement school based tournaments Provide a pathway from school to club membership Junior tournaments created to encourage greater participation Minimum two teams from each region compete in state tournament Seek to introduce participants from other like sports eg: chess Talented juniors identified for further coaching and mentoring January 2011 June 2011 December 2012 June 2013 December 2013 Director of schools sub Competitions committee Social Participation Promote various forms of Croquet for social participation Review and update all resource material on all forms of Croquet Gate ball, Ricochet, Aussie Promote corporate days to businesses and general public Investigate feasibility of corporate state championships for all forms of Croquet Develop alternate coaching program for social players. July 2012 Directors of mallet sports Affiliated clubs and CAQ administration Directors of mallet sports Page 16 of 18
Competition Maintain and improve the participation numbers of competitive Croquet players Maintain state championships Maintain and improve resource materials Provide opportunities for all members to participate Review and improve coaching methods to increase participation Directors of mallet sports Programs Identify participation programs suitable for all age groups Age groups defined 7 20, 20 40, 40 60, 60 + July 2012 Player Pathways Clearly identifiable player pathways are developed from novice to elite Planning held to establish player pathways Ensure regional and rural players are able to access the player pathways Player pathway is clearly defined and able to be accessed for all players. Directors of mallet sports Page 17 of 18
CROQUET QUEENSLAND PREPARING FOR THE FUTURE (2011 2013 STRATEGIC PLAN) KEY RESULT AREA (KRA) SIX (6) MARKETING AND PROMOTION SUB CATEGORY OUTCOMES BROAD STRATEGIES TIMELINE RESPONSIBILITY Marketing Improved awareness of Croquet within the community Creation of innovative projects to create greater awareness within the community Create a marketing and promotion subcommittee Review all current marketing strategies Develop relevant marketing plan to engage the community from youth to mature Marketing plan features such areas as up todate brochures, club information, sourcing of media exposure Review and update marketing plan according to needs July 2011 September 2011 Marketing and promotion sub committee Promotion Increased amount of sponsorship Create a marketing and promotion subcommittee Review all current sponsorship commitments Create a sponsorship template for use by all clubs Source potential sponsors from without the organization Prepare and submit approved sponsorship applications July 2011 September 2011 Marketing and promotion sub committee Page 18 of 18