THE FUTURE PLAN BADMINTON AUSTRALIA 2015-2018 · BADMINTON AUSTRALIA STRATEGIC PLAN 2015 - 2018 Dated: December 2014 - 3 - INTRODUCTION Badminton is a sport of the future with growing

BADMINTON AUSTRALIA STRATEGIC PLAN 2015 - 2018

Dated: December 2014 - 1 -

THE FUTURE PLAN BADMINTON AUSTRALIA 2015-2018



CONTENTS

Section 2 Introduction and Synopsis

Section 3 Vision, Mission, Core Values

Section 4 The Future

Section 5 Members / Partners

Section 6 Key Result Areas

Section 7 Membership

Section 8 Participation

Section 9 High Performance Winning Edge Pathway

Section 10 Events

Section 11 Culture

Section 12 Market

Section 13 Organisation Structure

Section 14 Our Members and Partners



INTRODUCTION

Badminton is a sport of the future with growing appeal across all ages and to the changing demographics of Australian Society. This

has been recognised in the 2010-2014 period by the Australia Sports Commission through the allocations of funds for our CALD

Programs which have been successful in reaching to a diverse community. The ongoing commitment by the ASC in the Participation

area overall is appreciated and critical to all sports who need to grow numbers, convert casual participants to formal registrations and

provide diversity to options provided by mainstream sports. Sport unites, encourages healthy activity and builds national pride as

athletes across a range of sports excel internationally. The excellent AIS/ASC Winning Edge initiative, of which badminton has been a

beneficiary, has focused attention on the importance of improved performance and podium finishes. The important challenge for all

sports administrators and decision makers is to strive to achieve an effective balance between high performance excellence and

healthy recreational opportunities. This Plan for 2015-2018 endeavours to achieve this balance. Small and medium sized sports in

Australia struggle for media exposure, an essential ingredient to building brand and profile. Badminton Australia determined that we

could achieve this best through an enhanced event strategy and the growing significance of our Australian Open (now one of 12

Superseries Events) has proved invaluable.



We set out in our 2010-2014 Strategic Plan to improve performances; grow numbers; build profile and brand; secure increased

corporate support; enhance our volunteer pool; and play a leading role in regional and world badminton. We have made good progress

in these areas but still have a lot to achieve - and our 2015-2018 Plan is significant in this regard. Badminton is closer to becoming a

core sport than it was in 2010. By 2018 we hope to have received the enhanced recognition we deserve from government and

corporates. We can then expand the reach of our sport which has unlimited potential for growth.

Strategic Plans need to be flexible and adaptable and we welcome ongoing input over the next few years to help us continue to grow

and expand.

____________________ _______________________

Geraldine Brown Paul Brettell

President Chief Executive Officer

Dated: December 2014 Dated: December 2014



Vision:

Encourage widespread participation opportunities, increase the popularity and raise performance standards of Badminton in Australia

Mission:

To work collaboratively with key stakeholders to provide quality participation opportunities and pathways within Badminton

Core Brand Values:

> Inclusiveness > Fast-paced > Safe > Successful > Best Practice > Leadership / Advocacy

Key Results Area Key Drivers Key Objectives Key Strategies Key Performance Indicators

Memberships

Access to quality facilities, competitions, clubs and events;

Creating value for members (insurance/national data base / facility access )

Competition opportunities and training environment

Grow the membership base

Define and develop membership value through market analysis

Enhance communication strategies to engage members

Deliver consistent best practice programs for Badminton participants

Develop and implement new categories of Membership

Membership growth in registrations of 5% per annum

Conversion growth of 5% per annum(Membership/participation ratio)

Junior membership growth 5% per annum

Participation

Facility accessibility; Coach/teacher education

Strong cultural and community links through CALD;

Promote inclusiveness

Regional ( Oceania ) Leader

Participation not competition only

Affection for badminton

School / Club connections

Grow participation

Utilise available facilities and resources to provide value for Badminton participants at all levels

Develop teacher, coach, technical official and volunteer initiatives

Develop best practice communication strategies

Promote school based programs linked to ASC initiatives. Continue CALD projects. Implement Pacific Partnership initiatives

Expand Shuttle Time Program in schools to reach children

Implement participation pilot programs

Expand involvement with disabled community

Participation growth 5% per annum

Survey of available venues subject to gaining special project grant

Increase number of accredited coaches by 5% per annum

Volunteer growth around major Events

Increased junior participation through Shuttle Time and schools

Increase number of schools involved

Increase number of shuttle time presenters

Increase numbers of technical officials

High Performance

Winning Edge

Pathways

Daily centralised training environment

Quality coaching including international coach visits

Best practice facilities

World Standard sparring and competition opportunities

Sustainable financial/future/career opportunities

Overseas Training opportunities

Improved World Rankings and podium finishes especially doubles

Enhanced Asian links

Improve high performance results

Provide best practice daily training environment (DTE) for high performance (HP) athletes

Provide world standard competition (including sparring) opportunities

Provide incentives to retain top players

Develop and deliver Talent Identification pathways and programs with Members

Increased overseas competition

Enhance links with number of Asian countries especially Indonesia / Malaysia / China

Increase performance research and use of technology

Improved World rankings to at least top 35

Increase and enhance coaches and technical officials accreditation

Increase number of internally accredited officials

Commonwealth games medal(s) 2018

Qualify minimum 4 players for 2016 Rio with target of top 16

Enhance long term retention rate of HP players

Target 2020 podium finish Tokyo

Links with Indonesia/Malaysia/China



Key Results Area Key Drivers Key Objectives Key Strategies Key Performance Indicators

Events

Experienced Event Directors, Technical Officials and Volunteers;

Co-ordinated national scheduling;

Strong finance, marketing and exposure;

Consistent locations and quality facilities.

Build Superseries Event

Host additional major international events

Commercialisation

Enhanced profile

Run quality world class events

Develop & communicate a national calendar of events

Develop and provide high quality competition and event opportunities at all levels.

Deliver education programs to attract volunteers, technical officials and event directors (ED’s) to provide consistent, high quality events.

Deliver quality communication strategies to engage key stakeholders.

Use major events as key drivers to build profile and commercialisation of sport

Conduct major International team Event in 2017 (Sudirman Cup)

Maximise legacy from 2018 Games on Gold Coast

Promote participation through Events

Number of events to increase

Growth 5% per annum of ED’s, technical officials and volunteers

Sponsor / partner satisfaction

Secure at least 10 of top 20 players for SS

Use events to build equity

Increased financial support from Corporate sector

Enhanced media coverage

Spectator growth 5% per annum at SS

Culture

Financial growth, sustainability, equity and stability

Culture of communication and collaboration

Strategic governance alignment across the sport

Quality brand, governance and leadership

Best practice Governance

Gender equity

Advocacy

Develop the culture of the sport

Create a culture of communication and collaboration across the sport.

Create consistent national behaviours and practices.

Have clearly articulated planning processes across Badminton in Australia to ensure a sustainable future.

Build financial equity

Stakeholder satisfaction

Resource sharing initiatives completed

Financial sustainability targets met

National resource database

National registration of members

Promote ASC Mandatory Governance principles

Adopt new constitution with all ASC MGP’s

Achieve gender equity on Board ( at least 40% female by 2016

Market

Creating value for stakeholders

A quality brand

Creating a social agenda

Quality competition and events

Best practice governance and communications.

Create a strong brand

Develop and deliver brand value to enhance relationships and gain market share.

Develop and maintain a consistent brand for Badminton in Australia.

Define and develop a social agenda in line with Badminton’s brand and cultural values.

Monitor Market trends reflecting interest in sport and leverage the opportunities for badminton

Sponsorship retention and increase

Reduce reliance on ASC funding

Increase media coverage/promotion

Implement National database

Build consistent brand awareness

Keep website and social media updated and relevant



OVERVIEW

Badminton Australia has a leadership and advocacy role to ensure there is ownership of the strategic priorities identified in this Plan. We must work

hard to ensure our many stakeholders work with us on what we are trying to achieve and contribute to the process of reaching these goals.

Pathways, talent identification, coach development, investment in high performance, research and innovation, participation programs, a national

database, access to Institute programs and support for volunteers are all key ingredients of this Plan. We need co-operative efforts over the next

four years to achieve our targets. Badminton is a sport with unfulfilled potential both in terms of participation and performance and this Plan

addresses this. The changing demographics of the population; the age profile; our contribution to social inclusion; all present challenges. Co-

operation and communication enhances our potential, builds our profile and brand and helps us achieve the agreed strategic priorities. We look

forward to engagement with Members and stakeholders to ensure all the key components of this Plan are achieved. Badminton is a major world

sport but suffers in Australia from a lack of recognition and support. This is one of our many challenges. We believe that all athletes deserve equal

opportunities to reach their sporting potential and will strive to achieve this. Our future is dependant on a fair hearing and increased funding from

key funding and support agencies. The challenges ahead are exciting.



MEMBERS AND PARTNERS

In preparing this Plan Badminton Australia (BA) has involved our Member States and Territories and has referred to their Strategic Plans. Those

essential to our ongoing development include:

1. State and Territory Associations and all Badminton Members

7. Sponsors (current and potential)

2. BA Management team and staff

8. Events and event host

3. Badminton players throughout Australia. 9. International Badminton (BWF) and Oceania Badminton

4. High Performance players and national squad members

10. High Performance professionals in science, medicine, research and strength training

5. BA Board and various committees and working partners

11. Anti doping agency (ASADA)

6. Funding Partners, especially the ASC, AOC and ACGA

12. Community and school groups involved in participation (ACHPER), parents and supporters.



KEY RESULT AREAS

1. Memberships

4. Events

2. Participation

5. Culture

3. High Performance Winning Edge Pathways 6. Market

BRAND (CORE) VALUES

Inclusiveness

Fast Paced

Leadership/Advocacy

Safe

Best Practice Successful



STRATEGIC PRIORITY

MEMBERSHIPS

Key Objective

“Through flexible memberships, grow the membership base through retention of current members and conversion of participants into registered members.”

Key Drivers

Access to quality facilities, competitions, clubs and events.

Create value for members (insurance, national database, facility access.)

Awareness and communication.

Quality training environment.

Competition opportunities.



Key Strategies

Define and develop membership value through market analysis.

Enhance communication strategies to engage members.

Deliver consistent best practice programs and services at all levels that provide safe and family friendly opportunities for badminton

participants.

Deliver and implement new categories of membership.

Implement best practice Member Protection Policies.

Key Performance Indicators

1. Membership growth of 5% per annum with a focus on cultural diversity. Membership as at 30 November 2014 is 11,097.

2. Deliver value propositions to encourage conversion of casual participants to financially support badminton, measured by 5% membership

growth per annum. Grow junior Membership by 5% per annum.

3. Review every three years cost effectiveness of national insurance scheme.

4. Develop a national Membership Database subject to Member’s support.

5. Work with Members to ensure annual retention of at least 80% of members.

6. Compile annual registration list of all registered Members.

7. Review annually Member Protection Policies to ensure they are up to date.

8. Use major Events to market to potential new Members.



STRATEGIC PRIORITY

PARTICIPATION

Key Objective

“By understanding resources, grow participation by providing increased inclusive opportunities at all levels.”

Key Drivers

Facility access.

Promotion and awareness.

Coach / teacher education.

Safe, equitable and family friendly environment.

Strong cultural and community links.

Lifelong sport.

Modified rules (Shuttle Time).

Working with schools to increase opportunities.

Links with disabled.

Ongoing CALD program.

Enhanced Programs for women.



Key Strategies

Continued involvement with CALD communities.

Develop teacher, coach, technical officials and volunteer initiatives.

Develop quality communication strategies.

Ensure badminton is a core sport in schools.

Develop programs to cater for the disabled (Inclusion).

Develop strategies to connect and develop relationships with after school operated and holiday care programs, including local government

operated programs.

Further expand Shuttle Time.

Expansion into regional/rural and remote areas.


1. Growth in Membership.

2. Indentify current school programs and target an annual increase of 5 new schools per year.

3. Identify current membership base of Juniors (Under 17) and target annual growth rate of 5%.

4. Continue with National Coach Education Panel to coordinate coach education programs.

5. Increase the number of accredited coaches by 5% per year.

6. Expand Level 2 Coaching Programs.

7. Conduct an annual seminar for coaches and technical officials.

8. Develop strategy to have badminton players at the Paralympics in 2020.

9. Number of Shuttle Time Programs to increase.

10. Increase number of Technical Officials.



STRATEGIC PRIORITY

HIGH PERFORMANCE WINNING EDGE PATHWAYS

Key Objective

“By improving the training and competition environment and opportunities

to enhance high performance results in association with the AIS Winning Edge Strategy.”

Key Drivers

Effective fulltime training program.

World class coaches and support services.

Facility access and quality.

Quality sparring and regular competition.

Sustainable financial / future career opportunities.

Links with sports science / medicine service providers.

Talent Identification Programs with Members.



Key Strategies

Develop integrated whole of sport pathway incorporating Talent Identification and Development and longer term education and career

opportunities.

Develop and ensure quality daily programs for High Performance players.

Increase the number of full time coaches, accredited coaches and technical officials at all levels.

Increase opportunities for participation in greater number of international events.

Increase domestic event opportunities especially for younger players.

Develop and deliver effective Talent Identification Programs starting at grassroots level.

Build cultural exchange links with key Asian destinations especially Malaysia and Indonesia.


1. Qualify minimum four players for 2016 Rio with top 16 finish.

2. Win medals at 2018 Commonwealth Games.

3. Qualify for both Thomas and Uber Cups in 2016.

4. By 2018 improve current 2014 individual world rankings in all disciplines.

5. Maintain number one senior team ranking in Oceania.

6. Provide access to career and education counseling services for all High Performance Academy players.

7. Adopt National Ranking Scheme as key seeding criteria for all national events from 2015 onwards.

8. Attend increased number of international events in 2015/16 to qualify for 2016 Olympics.

9. Partner with Members to build Talent ID model.



STRATEGIC PRIORITY

EVENTS

Key Objective

“By utilising resources effectively and in a coordinated and well led manner, run viable, quality world class events.”

Key Drivers

Experienced Event Directors, Technical Officials and pool of volunteers.

Coordinated national and international scheduling. National calendar.

Sponsorship support for Major Events.

Sound financial security for events.

Expand branding, marketing and PR exposure.

Best practice facilities for major events.

More world class standard events.

Increased pool of officials and volunteers.

Conduct Sudirman Cup (World Team Event) 2017



Key Strategies

Annually publish a national calendar of events.

Deliver and provide high quality event opportunities at all levels.

Deliver education programs to attract increased number of volunteers, technical officials and event directors to ensure consistent quality

events.

Enhanced commercialisation.

Deliver quality communication strategies to engage members and key stakeholders.

Enhanced legacies from major events.


1. Publish Calendar of Events for three years and update annually.

2. Build Superseries Event by 2018 and attract at least 10 of the top 20 world ranked players.

3. Host annually, two Futures Events with minimum prize money of $5000.

4. Host Oceania Championship Festival in 2018.

5. Develop strategy to hold major international team or individual events by 2018.

6. Increased number of domestic events by 2017.

7. Grow the number of technical officials by 5% annually.

8. Develop a national event package to market to potential sponsors to enhance commercialisation.

9. Increase participation levels at all national events.

10. Grow spectators at Superseries by 5% per annum.



STRATEGIC PRIORITY

CULTURE

Key Objective

“Through collaboration and alignment create a culture of quality, growth, leadership and sustainability.”

Key Drivers

Financial growth, sustainability and self help.

Increased commercialisation.

Culture of communication, collaboration and accountability with

Members

Strategic alignment nationally.

National brand.

Strong National Leadership/Advocacy.

Effective best practice governance.



Key Strategies

Alignment of four year Plan with Member Plans.

Build culture of two way communication and collaboration.

Create consistent and agreed national protocols, policies and behaviours through Member Protection Policies.

Define and articulate planning processes nationally to ensure a sustainable future.

Apply best practice at National, State and local club levels.

Meet annually with Members to review progress and outcomes.

Develop a whole of sport approach.

Collaborate with Member States/Territories to jointly develop programs and plans to grow badminton in Australia.


1. Achieve annually the agreed financial targets.

2. Build on commercial plan targeting greater self-help.

3. Build on national brand.

4. Monitor market trends through surveys linked to Superseries.

5. Clearly defined planning process.

6. Implement WADA/ASADA Anti-Doping Policy



STRATEGIC PRIORITY

MARKET

Key Objective

“By creating a quality brand provide value to the market.”

Key Drivers

Quality national brand.

Develop propositions attractive to sponsors to cultivate self-help.

Create a social agenda to appeal to all sections of the community.

Promote and market quality competitions and events.

Best practice governance.

Value for stakeholders.

Maximise legacy from Events.



Key Strategies

Develop a national PR Plan to gain greater exposure in all forms of the media including with ethnic media outlets.

Develop value propositions to source sponsorship revenue.

Develop and maintain a consistent national brand.

Define and develop a social agenda for appeal to the community at large.

Grow market awareness through better use of all communications.

Build stronger links with ethnic, especially Asian, communities (CALD).

Develop a more inclusive approach by:

expand opportunities for people with disabilities.

Breaking down barriers to women’s and girl’s participation.

introducing badminton to CALD populations.


1. Establish a system around Superseries to monitor media coverage with a view to increasing annual exposure.

2. Develop an annual PR and marketing Plan around the Superseries.

3. Continue to update website.

4. Establish by 2017 a national data base of media, especially ethic, outlets.

5. Enhance sponsorship for a package of national and international events by 2017.

6. Increase percentage of funding from non-government sources by 2016.

7. Use Superseries to gauge spectator interest in sport.

8. Legacy from major events.



BA BOARD

CHIEF EXECUTIVE

FINANCE MANAGER

(P/T)

EXECUTIVE ASSISTANT

JUNIOR DEVELOPMENT MANGER (P/T)

P.R. and COMMUNICATION

CONSULTANT (P/T)

TECHNICAL AND PROJECTS CO-

ORDINATORS (P/T)

HIGH PERFORMANCE DIRECTOR AND HEAD COACH

NATIONAL ASSISTANT COACHES

SUPPORT COACHES

SUPPORT SERVICES

KEY AREAS HIGH PERFORMANCE FINANCE/ADMINISTRATION/GOVERNANCE DEVELOPMENT/PARTICIPATION EVENTS SHAREHOLDER/STAKEHOLDER RELATIONS NATIONAL LEADERSHIP/ADVOCACY

MARKETING/PR

EVENT MANAGER

(CONSULTANT)

ORGANISATION STRUCTURE

BADMINTON AUSTRALIA

(January 2015)



OUR MEMBERS

[to c



Principal Sponsors/Partners



CONTACT DETAILS Badminton Australia Unit 15, 8 Techno Park Drive, Williamstown, VIC 3016 Tel: (03) 9397 4722 Email: [email protected] Website: www.badminton.org.au

mailto:[email protected]

http://www.badminton.org.au/

https://www.facebook.com/BadmintonAustralia

https://twitter.com/AusBadOpen

http://australianbadmintonopen.com.au/

https://www.youtube.com/user/AusBadOpen

Documents

THE FUTURE PLAN BADMINTON AUSTRALIA 2015-2018 · BADMINTON AUSTRALIA STRATEGIC PLAN 2015 - 2018 Dated: December 2014 - 3 - INTRODUCTION Badminton is a sport of the future with growing