Transformation 2022 Refresh Strategic Plan (2019-2022) Contents
Total Page：16
File Type：pdf, Size：1020Kb
Transformation 2022 Refresh Strategic Plan (2019-2022) Contents 4 Introduction 6 Refresh Process 8 Progress to date 10-15 Current State of Commonwealth Sport 16-21 Vision, Mission and Values 22 Commonwealth Sport Impact 24-31 Strategic Objectives 32 Our new Commonwealth Sport Brand 34 Commonwealth Athletes This plan is aligned with our guiding This plan follows detailed member consultation Through our shared history, the Commonwealth principles and focuses on our strategic as part of the CGF’s Regional Meeting Family has witnessed the transformational Introduction programme. It was approved by the CGF power of sport as a force for social change. priorities, identifying the key outputs Executive Board in June 2019. We firmly believe in the power of sport to required to achieve success. change a life and the power of communities Ongoing consultation, engagement and This document outlines our to change the world. Our aim is to strengthen and position alignment with Commonwealth Games refreshed vision, mission, values Associations, International Sport Federations, Together, we embrace more diverse, inclusive and strategic priorities from Commonwealth Sport as a progressive Host City Partners and other stakeholders and fairer societies – celebrated every four leader in sport and social change, will be essential to success. years through the Commonwealth Games 2019 to 2022. and Commonwealth Youth Games and harnessing the power of sport as the Looking back on the four years since the first delivered every day across the Commonwealth catalyst to unleash our human potential edition of Transformation 2022 was unanimously It builds on the first phase of through sport. and positively transform lives. approved, much has been delivered and Transformation 2022 conducted achieved. However, the world is changing between 2015 to 2019. rapidly. Commonwealth communities and citizens alike are facing many new challenges and opportunities. There has never been a more important time to galvanise and drive the positive impact of sport on society. 4 5 We have amazing stories to tell and the CGF should be an enabler working with Refresh Process the CGAs to get these stories out there. With 2 billion people in the Commonwealth and 65% of Following the conclusion of Gold Coast 2018, the CGF these under the age of 30, we Executive Board and Management Team commenced have to become relevant and a refresh process of Transformation 2022. accessible to younger people. This considered the changes to the corporate strategic priorities of ‘Good Governance and landscape, the external sport and major Management’ with ‘Valued Brand’ to create This has to be more sports events industry, development priorities, “Nurture a Powerful Sporting Movement”; commercial opportunities and existing and established a new pillar focusing on the We must tell about a Movement than challenges and opportunities now facing Movement’s need for ‘Collective Impact’ our story a Federation. There is a huge CGAs, IFs and Commonwealth Sport Partners which now, more than ever, has become a opportunity for us in the lead-up to the 2022 Games and beyond. defining differentiator for the Commonwealth through the to tell a story about Sports Movement. This new strategic priority We consulted with all of our CGAs and various a diverse, inspiring, comprises our integrated development athletes. other stakeholder groups on the perceptions strategy, which includes the formation of the Different CGAs have youthful and modern and realities related to the development Commonwealth Sport Foundation. Commonwealth. and delivery of sport and events within the different needs. A one Commonwealth. This included strategic Following the regional workshops and size fits all approach workshops encompassing members in consultations, the CGF Executive Board and all six CGF regions. Management Team have therefore updated won’t work. Transformation 2022 and drafted this We have reviewed and rationalised past detailed plan for implementation It’s our commitment to and existing strategic obligations. For this between 2019 and 2022. Staging a global ‘games’ is a red flag edition, we have combined the previous to many host cities who are scared inclusion and equality off by the high cost and risk involved. We need to construct meaningful and We have to offer more than an event. sustainable experiences wrapped around that sets us apart. our core sporting events. 6 7 Progress to Date • Gold Coast 2018 Commonwealth Games widely recognised as “The Games of Firsts” • 18 sports – including first-ever appearances of Beach Volleyball and Women’s Rugby Sevens • Five Commonwealth countries won their first ever Commonwealth medals (British Virgin Islands, Cook Islands, Dominica, Solomon Islands and Vanuatu) • First ever Commonwealth Games Reconciliation Action Plan providing a platform to recognise, respect and at Gold Coast 2018 Gender Equality celebrate Aboriginal and Torres Strait Islander cultures • Samoa 2015 Commonwealth Youth Games: 1,000 young athletes aged 14-18 in a festival of sport, culture and international friendship Equal number of medals available for men’s and women’s events, • More than 1,000 Samoan school children from across the island took part in a series of UNICEF-led Just Play for the first time ever at a major global sporting event, alongside events, supported by funds generated at the Glasgow 2014 Opening Ceremony significant increases in female technical officials and a first-ever • Bahamas 2017 Commonwealth Youth Games: largest multi-sports event ever hosted on the Women’s Coach Internship Programme. Caribbean island dedicated volunteers • Over 11 million children across 52 Commonwealth nations benefit from initiatives, thanks to the £6.5m raised 1 2 3 4 during the UNICEF, CGF and Glasgow 2014 Commonwealth Games ‘Put Children First’ campaign • Successfully secured alternative hosts for 3 Games (St. Lucia 2017, Durban 2022 and Belfast 2021) • Incorporated three corporate entities in the UK, including the launch of CGF Partnerships and new Games Delivery Model for 2022 and beyond • Awarded Trinidad and Tobago 2021 Commonwealth Youth Games adopted by Samoan government • Approved approach to Human Rights and Sustainability and integrated into host city following 2015 Youth Games contracts for 2021 and beyond • Established Athletes Advisory Commission and Gender Equality Taskforce • Approved major projects including Brand Refresh, Digital Strategy and Games Value Optimisation Project • Improved financial position over the period youth leadership, capacity building and para-sport 8 9 Current State of Commonwealth Sport This plan responds to the current state of affairs in the external landscape of the international sport and major events industry. 10 11 Strengths Weaknesses Commonwealth Sport builds upon its history: 21 Games and Those cities and nations hosting, or considering hosting 6 Youth Games since 1930 and almost 90 years of expertise, major sport events, are seeking tangible proof of social experience and leadership. and economic returns on their investments. We share a common language, but remain This underpins our impact as a socially-inclined It is therefore critical that Commonwealth In making this happen Commonwealth globally and culturally diverse, a respectful movement fully committed to equality and Sport communicates and leverages its unique Sport must have the financial stability and space for open and honest conversations, human rights and aligned to the United Nation’s value proposition. Our brand must evoke a operational resilience to develop and mobilise debate and dialogue. In many ways, our Sustainable Development Goals. A platform real sense of identity and belonging across the tools, expertise and partnerships that actively significant but manageable scale, bringing for inclusivity (across para-sport, gender, diverse membership of the Commonwealth promote and empower the whole Movement. together one third of the world’s population regions and marginalised groups); but most and in particular its young people. In doing this, Often faced with competing interests and (60% of whom are under 30) allows us of all, a platform for inspiring athletes, and their the Games needs to remain ‘a must attend priorities, it is essential that our organisations, to be dynamic and agile. performances, stories, causes and actions. event’ that brings together a thrilling sports programmes and sports remain responsive, programme, recognised as a powerful launch open and agile to change. pad for athletes, with a distinct platform for transformative social impact. 12 13 Opportunities Threats Commonwealth Sport can respond to important global, Citizens and communities across the Commonwealth are faced regional and local trends and issues by mobilising active with issues and challenges impacted by poverty, conflict, citizens, nurturing social inclusivity and embracing resilience climate change, economic uncertainty, health and wellbeing, through better mental wellbeing for all. education, post-colonial and post conflict legacies as well as inclusivity and social cohesion. It can also support contextual journeys of the ambitions and achievements of host cities reconciliation and empowerment and connect and the support and development of IFs. The Globally, issues of urbanisation, identity politics the Commonwealth and its global diaspora Movement’s vision, Games and programmes and intolerance and even Brexit create a through inspirational storytelling, advocacy can be used more widely to earn and influence