Badminton Strategic Plan Final 4-08-09 to Client

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4/8/09

BADMINTON VICTORIA STRATEGIC PLAN 2009-13 1

About this document

This document is the Strategic Plan for Badminton

Victoria. It has been prepared by @leisure on

behalf of, and in conjunction with, Badminton

Victoria and Sport and Recreation Victoria.

Acknowledgements

@leisure wishes to acknowledge the support and

assistance provided by Badminton Victoria andSport and Recreation Victoria.

In particular, we would like to thank the association

representative volunteers that attended

stakeholder workshops and participated in

telephone interviews to assist in the preparation of

this Plan.

All rights reserved.

No part of this publication may be

reproduced, stored in a retrieval system

or transmitted in any form, by any

means, without the prior written

permission of Badminton Victoria and

@leisure

Rear 534 Mt Alexander Road

Ascot Vale Vic 3032

Ph: (03) 9326 1662

Fax: (03) 9326 0991

Email: [email protected]

www.atleisure.com.au



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Contents

1. INTRODUCTION 3

2. STRENGTHS AND WEAKNESSES 6

3. KEY RESULT AREAS 7

4. THE STRATEGIC PLAN 2009‐13 8



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1. Introduction

The 2009‐2013 Strategic Plan sets out the key

organisational directions for Badminton Victoria

(BV). It lays the foundation for the future

growth of Badminton within the state.

The Last Plan

This plan follows on from the previous Strategic

Plan that highlighted key tasks and areas to be

addressed. Many have now been achieved.

These include:

♦ Development of a web site as the state

information source

♦ Monthly information flowing to members

and associations

♦ Coach training programs

♦ Tournament restructures

New initiatives have also been pursued

including:

♦ Badminton school programs as part of the

Active After School Communities

♦ VicHealth Program targeting Asian

Communities and New Arrivals

Some actions identified in the last plan are still

relevant. These include:

♦ An updated and accessible database for use

in membership services information,

technical services and as an operational

resource.

♦ School badminton programs established in

more schools

♦ Creation of specific portfolios of

responsibility for Board members.

This Plan

A number of tasks were undertaken in the

preparation of this Plan, including:

♦ a review of existing practices and

procedures adopted by BV, and a review of

the BA Strategic Plan

♦ a review of BV’s financial statements for the

past three years

♦ an analysis of badminton participation

statistics

♦ Workshops with regional associations, BV

representatives, board members and staff,

and participants

♦ 20 telephone interviews with a cross section

of badminton participants and other key

stakeholders

♦ an analysis of the findings from these

consultations

♦ preparation of the draft strategic plan for

comment.



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Badminton in Victoria

♦ Badminton is a sport for all ages and

abilities. Many participants are social

players.

♦ Badminton has been a Commonwealth

Games sport since 1930, and an Olympic

sport since 1992.

♦ There are in excess of 5,500 players

registered with Badminton Victoria.

However based on the Australian Bureau of

Statistics1

and Australian Sports Commission

participation rates,2

there are likely to be

1,300 children under 14 years and 50,000

Victorians 15 years and over who play the

sport annually.

Badminton Victoria (BV)

Roles

BV’s key roles:

♦ To govern and develop the sport of

Badminton in Victoria

♦ To promote and develop participation in

badminton

♦ To provide assistance, by way of advocacy

advice, leadership, programs and resources,

to Associations, Clubs, members and

players,

♦ To provide pathways to guide players

towards success at a state and national level

♦ To administer tournaments, state training

and representative teams of Victorian

players for state and national competitions

1Children’s Participation in Cultural and Leisure Activities Survey, April

2003, Australian Bureau of Statistics2

Participation in Exercise, Recreation and Sport Survey 2006 Annual

Report, Australian Sports Commission

The organisation

♦ Badminton Victoria Inc. was formed in 1934

and is the peak governing body for

Badminton in Victoria. It comprises 55

affiliated clubs and associations.

♦ BV is governed by a voluntary Board of

Directors and is supported by six paid staff.

♦ Like many sports, it is heavily reliant on the

contribution of volunteers to manage clubs,

associations, competitions and events.

♦ An organisational structure of the sport is

shown in the following chart.

Figure 1: Structure of the Sport & Organisation (BV)

Social Players(50,000+)



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Constitution and

procedures

The current constitution is adequate to

provide BV with a framework for

governance.

As in many other sports, there are a widerange of volunteers, paid staff and players

working together in full time and part time

capacities to administer, promote and

govern Badminton. This situation calls for

more clarity and formalisation of current

procedures, roles responsibilities and the

documentation and organisation of these to

increase the efficiency and effectiveness of

administration. In addition, this plan

recommends direct links between each

Board, staff and volunteer position and a

specific key result area.

Finance

BV is in a sound financial position and its

revenue has remained relatively constant over

the past three years at approximately $300,000

per annum.

BV achieved an operating surplus in two of the

three years between 2004‐2006 and has in

excess of $150,000 of funds in investment.

However BV has relatively limited sources of revenue generation.

Revenue

The major source of revenue for BV is from

court hire at the Melbourne Sports and Aquatic

Centre (MSAC) (approximately 33%).

Other major revenue streams include grants and

funding received from government and

associated agencies (26%), and player

registration and affiliation fees (27%).

Figure 2 provides a summary of the major

income categories.

Expenditure

Major activity expenses include: the projectsfunded by government grants, the conduct of

competitions and events and support of the

Victorian State Teams

Major operational expenditure items include

staff and board expenses and administration

costs

Figure 3 provides a summary of major

expenditure items for 2006.

Expense Categories

Income Categories

Figure 3: BV total expenditure 2006

Figure 2: BV total income 2006



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2. Strengths, weaknesses / opportunities threats

The following table illustrates the key strengths and weaknesses of Badminton Victoria and the

external threats and opportunities. These are addressed in the Strategies and Actions of the Plan.

STRENGTHS WEAKNESSES

The sport is: BV has: The sport is: BV has:

A challenging, skillful and

strategic game

Suitable for all age and ability

levels. Most people have

played once (i.e. at school)

International; badminton is a

Commonwealth and Olympic

Games sport

Played indoors all year round

Active, fast moving and non‐

contact; the fastest racquetsport in the world

1. Positive relationships with

program sponsors such as

Vic Heath and Sport and

Recreation Victoria

2. A sound governance

structure, and good

financial management

3. More national level players

than other states

4. Active and self sufficient

member associations5. High participation in

regional Victoria

6. An attractive insurance

program

Overly reliant upon

associations and volunteers

to deliver programs and

competitions (social sport,

low priority)

Competing against other

popular indoor sports for

court space

Not perceived as a ‘fast

racquet’, popular sport by the

community

1. A small number of

registered members

compared to numbers of

players

2. Difficulty in generating

public profile and brand

recognition

3. A small pool of

accredited coaches and

willing volunteers

4. Limited knowledge of and access to most

people who play the

sport socially.

5. Insufficient resources

allocated to marketing

and communication

OPPORTUNITIES for BV: THREATS for BV:

1. New markets e.g. people with a disability;

as sport is cheap and easy to enter and play

2. Most Council sports halls are designed toaccommodate badminton court dimensions

3. Target and convert social participation to

members

4. Access to elite players based in Victoria, to

champion and promote the sport

5. Embrace technology to enhance communication

and administrative efficiency, to target juniors,

and increase membership

1. No control over venues where

badminton is played and/or limited

access to venues

2. Change in government policy reducing

grants to encourage participation

3. Not providing competition

opportunities, and hence players

leaving the sport.

4. Fewer juniors entering the sport

5. Less elite players in local competitions

6. Fewer volunteers



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3. Key Result Areas

Four key result areas have been identified

with strategies to guide Badminton Victoria

over the coming five‐year period.

For each Key Result Area (KRA), the Plan

outlines:

♦ Objectives

♦ Strategies

♦ Actions, and

♦ Targets

The implementation plan identifies:

♦ The proposed timeline for

implementation

♦ Who is responsible and who can assist

with the action.



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4. The strategic plan 2009‐13

Vision and mission

Vision

To be an innovative and well recognised

sports organisation ‐ building with its

partners, for the successful development of

Badminton in Victoria.

Mission

Badminton Victoria is committed to the

professional structure and management of

badminton in Victoria and is the State body

responsible for its coordination, development

and promotion.

Badminton Victoria’s mission is:

To represent the interest of its members to

government, public and private organisations

and the national association, Badminton

Australia.

To provide the highest standard of

administration, competition, coaching,

umpiring, as well as opportunities for

participation.

Key Result Areas

The Key Result Areas are:

♦ Communication and marketing

♦ Management and leadership

♦ Participation and sport development

♦ Facilities

Targets

Targets for each key results area for the

term of this plan are:

Communication and marketing

♦ A web site with capabilities offering: on‐

line memberships, results, rankings,

electronic newsletters, events

information, plus marketing and

promotional material

♦ Database of members, players,

stakeholders and facilities

♦ Monthly communication bulletins, and

annual member forums♦ Marketing budget, new logo and brand

adoption

Management and leadership

♦ Dissemination of clear responsibilities for

each level of the sport

♦ Procedures manual revised with position

descriptions and roles for all staff, board

members and volunteers

♦ Activities of Board and staff to focus on

prime strategies and be measuredagainst KRAs

Participation and sport development

♦ More members and registered players

♦ Documented pathways

♦ New association league competition

introduced, including OZSMASH Junior

program

♦ More elite players competing at the

association level

Facilities♦ More purpose built facilities

♦ More schools play badminton

♦ Investigate the feasibility of a state

centre and regional centres of

excellence.



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Background

Badminton Victoria primarily communicates

with its member associations through a

monthly mail out and newsletter.

The website provides the primary avenue for

promotion, with information regarding the

sport and programs, events and competitions

available to members.

BV allocates limited resources to market and

promote the sport. There are no standard

brochures, flyers or posters promoting the

sport which may be distributed to schools,

venues, local associations and potential

participants.

There is a need to identify a strong ‘brand’

and corporate image for badminton.

Issues identified concerning communication

included:

♦ The website could be more user friendly

♦ BV needs to engage its stakeholders, in

particular associations, in processes of

decision making and dialogue about

issues and concerns

♦ BV relies on associations to distribute BV

information to players

♦ There is a lack of promotional material /

information available about the sport

♦ BV perceives it has limited resources to

proactively communicate with memberassociations and players

♦ Stakeholders often have difficulty in

communicating with BV during office

hours, as do associations as they hold

activities after normal office hours

Objectives

1. To engage all stakeholders and players

in regular dialogue and decision

making

2. To utilize technology to create more

effective and efficient communication

3. To develop the BV brand and promotethe sport to a range of markets

Strategy 1

Understand Badminton players and their

needs

♦ Use BV’s centralised database of players,

members, past members, officials,

coaches, volunteers and venues where

badminton is played, for marketing and

communication purposes♦ Conduct an annual survey and audit of

the membership of BV affiliated

associations to update membership

demographics, trends, issues and

preferences

Strategy 2

Engage and inform member associations,

players and other stakeholders

♦ Maintain regular distribution of

newsletters to members, players,

officials and coaches.

o provide copies of newsletters

electronically and in print for

associations / venues (for marketing).

o Seek contributions from members

o Profile an association or player to

create a sense of ownership.

o Include BV achievements and

completed plan actions

♦ Prepare the annual “calendar of events”

and distribute to stakeholders and all

centres where badminton is played

♦ Organise regular social networking

opportunities, and members workshops

to discuss issues, and seek feedback

♦ Continue to visit member associations on

an regular basis to promote BV activities

and discuss association issues

Marketing and

Communication



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Strategy 3

Enhance and update the BV website to

increase its functionality and appeal, and

it’s ability to act as a promotional tool and

information resource

♦ Enhancement of the site to: enable

members to register on‐line; provideregular updated results and player

rankings; facilitate enquiries and email

communication with affiliated

associations; and to provide promotional

material and information about the

organization

♦ Allocate resources to ensure the website

contains up to date information and

remains relevant to players

Strategy 4

Develop and promote a badminton brand

♦ Assist Badminton Australia in developing

a major national promotional campaign

and brand for badminton

♦ Launch a competition for members to

design a new logo

♦ Design a suite of brochures, flyers, fact

sheets, and reference material on

badminton and the centres where

badminton is played

♦ Distribute a summary of this strategicplan to all associations, clubs and

members

Strategy 5

Target participants in schools, universities,

corporate sports, older adults programs,

and all junior and social players, for

conversion to being registered members

Work with and assist member associations in:

♦ targeting schools with gyms, lying withinthe association’s catchment area, to

establish a badminton program / club

♦ targeting health providers and Councils

with older adult recreation officers to

establish badminton programs / clubs

during the day

♦ target universities and corporate

badminton players such as Melbourne

City sports to convert social players to

members

♦ Increase targeted opportunities, such as

programs and events tailored to:

♦ Females

♦ Juniors (specifically those 9‐11 years of

age)

♦ Veterans

Strategy 6

Involve elite level players in development

programs and promotional activities

♦ Identify elite level players willing to be

involved in promotional activities, school

programs and events

♦ Identify opportunities to utilise elite level

players in the promotion of Badminton



4/8/09


Background

A seven person Board of Management

responsible for managing the business affairs

of the Association governs badminton

Victoria.

The following committees have beenestablished to assist specific areas:

♦ Junior committee

♦ Coaches advisory group

♦ Court officials committee

♦ Selection committees

♦ Ladies committee

BV is financially stable but is heavily reliant

on government grants and funding

opportunities and the contribution of

volunteers.

Member associations consulted, indicate

they look to BV for support in the conduct of

their activities and for dissemination of

information.

Objectives

1. To enhance efficiency of BV’s operations

by clear documentation of roles,

responsibilities, policies and procedures

2. Support the growth of memberassociations through increased training

and support, advocacy, and volunteer

retention

3. Seek additional sources of revenue, and

partners to deliver key services

Strategy 7

Maintain, develop and document BV office

procedures

♦ Conduct annual performance appraisals

for staff, based on KRA’s from this plan

♦ Uphold succession plans through limited

and staggered board member terms♦ Clearly delineate responsibilities for the

BV Board and Chief Executive Officer

♦ Create a policy to ensure BV has access

to associations financial data and

member’s registration details

♦ Identify projects and KRAs, for which

every board position will be responsible,

and have each Board member recruit

members with specific expertise to

assist.

♦ Distribute a copy of an organisational

chart with roles, responsibilities,

organisational relationships and lines of

communication to member associations

via the Badminton Victoria website

Strategy 8

Provide advocacy for and leadership to

member associations

♦ Establish an agreed communication

process for addressing and reporting

back on issues raised by Associations♦ Work with Member Associations to lobby

state and local government in response

to the needs of Badminton

♦ Consider provision of flexible work

arrangements and telephone availability

for staff to provide member contact

outside BV office hours

♦ Prepare and distribute the Annual

Administration Kit to Member

Associations

♦ Work with Member Associations to:

Develop contacts, and distribute

promotional information

Identify facility opportunities, and

Identify development opportunities

for badminton in their local area

Devise developmental and training

opportunities for member

associations

Management andLeadership



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Strategy 9

Support and recognise the significant

contributions made by volunteers

♦ Develop a Volunteer Recognition

Program (VRP), that supports and

recognises volunteers, provides training

and promotes future involvement

♦ Showcase volunteer role models in each

newsletter and through awards

ceremonies etc

Strategy 10

Enhance financial stability and offers to

member associations ♦ Prepare an annual budget, allied to a

business plan reflecting the key

directions of this plan

♦ Identify funding opportunities for

member associations and assist

associations in preparing submissions for

funding

♦ Investigate improvements to the

insurance scheme for Members, to

better meet player and association

requirements

♦ Develop sponsorship proposals and seek

a major sponsor to subsidise junior

representative teams, training, travel and

equipment costs..



4/8/09


Background

Badminton is played by a wide cross section

of people. Key market segments include:

♦ Association players

♦ Junior

♦ Senior

♦ Veterans

♦ Mid‐week Ladies

BV does not have a comprehensive database

of members or players.

Badminton affiliates also cater for the larger

non‐registered player markets of:

♦ Schools

♦ Social players

Players can participate in a variety of events,

competitions and tournaments conducted

throughout the state by BV and member

associations. The major development

activities undertaken are school‐based

programs in an attempt to raise dwindling

junior participation levels.

Badminton is played socially by a large

number of people who are not affiliated

members of an association. A major

challenge for the sport is to attract these

social players to become registeredmembers.

Objectives

1. To increase the participation base of

the sport

2. To create clear pathways for players to

elite level3. To provide competitions to suit players

at a range of levels and retain those not

successful at the state and national

level

Strategy 11

Investigate new competition and event

formats to meet the needs of players ♦ Focus on the provision of team based

competitions and events rather than

single competitions, especially for junior

players

♦ Seek regular feedback from players

regarding preferred competition formats

♦ Market State Pennant as a structure that

provides opportunities for inter‐

association competition.

♦ Investigate the viability of re‐introducing

“country week” competition or a similar

format♦ Work with BA to include more people

with a disability in the sport

Strategy 12

Promote and develop Badminton programs in

schools

♦ Ongoing support to associations

conducting programs in schools

♦ Further develop a ‘School Education Kit”

promoting badminton, and include

association contacts.♦ Maintain liaison with Primary and

Secondary School Sports Associations

and promote badminton inter school

competitions

♦ Work with BA to to further establish and

market a modified game of badminton

for juniors – such as MINITON

Participation and

Sport Development



4/8/09


Strategy 13

Support elite level player development in

association with Badminton Australia

♦ Support state teams and elite level

player opportunities by attracting and

hosting international tournaments in

association with BA

♦ Ensure the criteria for the endorsement

for Victorian players to be eligible for

state and national level selection is

relevant to the needs of the Association,

and elite level players

♦ Liaise with Badminton Australia and local

associations to reduce potential conflicts

between competition/training dates

Strategy 14

Increase opportunities for players and

members to become qualified coaches and

officials

♦ Work with BA and Sport Education

Victoria to review coaching and

officiating systems, practices and

materials

♦ Provide incentives to young players to

become coaches and officials

♦ Conduct an annual forum with coaches

and officials to devise strategies to

increase badminton participation and

development opportunities

Strategy 15

Increase badminton opportunities in

traditionally low participation markets ♦ Foster established partnerships with key

sport and recreation agencies to develop

and increase participation opportunities

for under represented cultural groups

♦ Work with member associations to

identify local community groups and

introduce day time participationprograms e.g. stay at home mums

♦ Promote the benefits and provide

assistance to associations to engage and

include under represented groups in club

activities



4/8/09


Background

There are few purpose‐built badminton

facilities throughout Victoria3

and

accordingly, badminton competes with a

range of other indoor sports for access to

court space.

Many facilities that can accommodate the

sport are not well designed for it i.e. lighting

requirements.

Associations have indicated that regular and

affordable access to courts is a key issue

facing the sport.

Additional facilities are required and there is

a desire to have a state badminton centre

controlled by BV.

Objective

1. Increase the number and quality of venues and courts available for

badminton

2. Establish more centres controlled by

badminton to maximize financial and

sports development benefits to BV

3 although most multi court centres that serve netball can accommodate 4

badminton courts

Strategy 16

Investigate the feasibility of regional centres

of excellence, and a state Badminton Centre

♦ Work with Sport and Recreation Victoriato investigate the feasibility of BV owning

and operating a state badminton facility,

identify a preferred location, funding

opportunities and likely support

♦ Assist key associations with their own

centres to act as regional hubs for

development programs for juniors,

coaching and officials, and state level

elite squads

Strategy 17

Support associations accessing community

facilities designed for badminton

♦ Work with Sport and Recreation Victoria,

Councils, and the Department of

Education and Early Childhood to identify

possible new facility developments that

may include badminton and influence

their design

♦ Offer support to associations to assist

them to get access to existing indoor

facilities ahead of alternative sports

Facilities

Documents

Badminton Strategic Plan Final 4-08-09 to Client