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Two Sports, One Ambition Strategy

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Two Sports, One Ambition Strategy Two Sports One Ambition Strategic Plan 2020-24 1 BaseballSoftballUK 2020-24 Strategy INTRODUCTION “Played in Every Park” and sets a new ambitious mission to get more people playing baseball and softball in more places. The new strategy applies across the whole organisation. Moreover, through sport-specific development plans that will become key pillars of the strategy, it will resonate across British baseball and softball. We have consulted widely in developing this strategy, as well as reviewing existing insight into Chris Greenhalgh the needs and demands of those playing and Interim Chair organising our sports. This has identified opportunities to stretch what we have done We are proud to present our Strategic Plan for before to further increase the impact that BaseballSoftballUK. “Two Sports, One Ambition” BaseballSoftballUK can have on the growth and builds from the success of our previous strategy development of the sports in this country. ABOUT BaseballSoftballUK (BSUK) is the national member of the British Olympic Committee and sit development agency for the British Baseball and on the National Olympic Committee. Softball Federations. BSUK was formed in 2000 to BSUK employs a staff of thirteen full-time people, move baseball and softball forward in the UK by who are responsible for the organisation, achieving operational efficiencies, approaching communication, promotion and development of businesses for investment and maximising the sports, coordinated through an office based in investment from government. the House of Sport in London. The organisation Our job – getting the nation active through provides several development programmes and baseball and softball – has been defined by our initiatives that offer tailored solutions to getting vision of a future where baseball and softball are people playing (such as our Hit the Pitch ‘Played in Every Park’. To achieve this, we have programme), improving the level of play (through centred our work programme on increasing our Academy and High Performance Academy), regular participation in the sports. We believe that educating and supporting the workforce (through the most important measure of the health of the our Coach Education Programme and Coach sports in the UK is the number of people who play Summit event), improving the standard of playing them regularly, in fully-formed teams. This key facilities and developing the standard of club and measure determines where we focus resources, league operations. time and effort. Behind the scenes, our administration continues to BaseballSoftballUK performs as the interface offer professional support to the British Baseball between the sports and Sport England, UK Sport, and Softball Federations, particularly providing Sports Aid, the Youth Sport Trust and the wider appropriate safeguards for young and vulnerable sporting ecosystem in this country. We are a people. 2 BaseballSoftballUK 2020-24 Strategy INFORMING THE STRATEGY This Strategy was substantially informed by an marketing and facility development both need independent Strategic Review commissioned by clearer, more targeted approaches. BaseballSoftballUK in 2019. The review was These changes are ‘critical’ rather than ‘radical’. conducted by Bayridge Sports Consultancy and They are built on the original spirit of collaboration involved an extensive three-stage process of in which BSUK was founded and can be achieved design, consultation and recommendations. It through sensible evolution and a sharpening of involved direct input from across the leadership of focus.” the sports, the sports’ partners, stakeholders, staff and participants. It stated: “There will need to be increased focus and accountability in the areas of: “The consultation process has highlighted three clear themes, endorsed by the overwhelming 1. Youth development – strategy, targets, majority of stakeholders. These were: programme development, stakeholder engagement and programme roll-out 1. The potential growth opportunities for 2. Communication and collaboration – baseball and softball are not currently including clear accountability for liaison being maximised with the baseball and softball 2. While they are two different sports, communities, alignment of participation baseball and softball are stronger programmes and calendar coordination together than they are apart 3. Funding and facility development – 3. BSUK has an important and enduring role planning, lobbying, alignment and to play in supporting the growth of both reporting” sports Following the Strategic Review, the Board To accelerate growth and contribute positively to considered known factors, such as the approach the development of the sports, BSUK will need to and requirements of Sport England, UK Sport and change, both in terms of its approach and the Major League Baseball, as well as the context of focus of its operations. the sports nationally and internationally. An updated approach needs to place more The Board recognises the need for baseball and emphasis on effective communication and softball to be unified and coordinated, served by a collaboration. BSUK needs to be much clearer on professional and skilled administration. Taking a its priorities and targets and ensure its activities leading role across baseball and softball together, and plans are more deeply integrated into the as one sporting community, presenting as such to wider baseball, softball and sport community – the wider sporting sector, has been a part of stretching from the MLB all the way to grassroots. BaseballSoftballUK’s fabric since it was formed two Operationally, more emphasis needs to be placed decades ago. on youth development, particularly in schools, and . 3 BaseballSoftballUK 2020-24 Strategy TWO SPORTS ONE AMBITION Strategic Plan 2020-24 4 BaseballSoftballUK 2020-24 Strategy AMBITION More people playing baseball and softball in more places Participation Grassroots support • Young people • Safer, stronger • Underrepresented sustainable groups • Local profile and • Higher Education connectivity • Workplace • Improved facilities Talent Organisational • Home-grown Sustainability • From all • Sustainable revenue communities streams • Clear pathways • Reduce reliance on • High quality Sport England experience funding 5 BaseballSoftballUK 2020-24 Strategy STRATEGIC PRIORITIES We will encourage and enable growth, working with a range of partners and organisations to reach new audiences. 1 a) Coordinating a children and young people participation plan that establishes local youth leagues for baseball and Targeted girls fastpitch, underpinned by strong school-club links. Participation b) Further developing adult baseball and softball in the Higher Education and the workplace sectors. Growth c) Facilitating and enhancing playing opportunities for LGBTQ+ people, women and girls, lower socio-economic communities, BAME and those with a disability. We will build an effective and efficient talent identification 2 and development pathway. a) Enabling and supporting home-grown talent from all Talent communities, reducing financial barriers that prevent talent from blossoming. Development b) Developing and communicating clear performance pathways from grassroots to elite. c) Providing regular high-quality coaching, facilities and services. Spanning baseball and softball, we will support grassroots 3 organisations to be stronger, safer and sustainable. a) Offering services that add value in safeguarding, integrity, Efficient administration, technology and marketing, through collaborative working. grassroots b) Coordinating UK-wide development plans for baseball, support services slowpitch and fastpitch, spanning grassroots, talent and workforce development. c) Supporting grassroots organisations to become an important part of the local community. d) Taking a leading role in enabling the improvement and creation of appropriate local facilities. Build the organisation to be more financially sustainable, 4 including: a) Diversifying the number of partnerships and funding Organisational arrangements. b) Realising the potential of our assets, services and Sustainability relationships. c) Increasing funding from events, fundraising and sponsorship. 6 BaseballSoftballUK 2020-24 Strategy Our enablers Effective Communication AMBITION Strong More people Collaboration playing baseball and softball in Consistent Delivery more places National Coordination across our sports Spanning baseball and softball, we will leverage opportunities afforded by presenting our two sports together, as one community, acting as a voice and contact point for partners, government and the sports sector, nationally and internationally. 7 BaseballSoftballUK 2020-24 Strategy SUCCESS MEASURES - 2024 32,000 regular participants* More people playing baseball Effective grassroots and softball in support** more places >£100k+ sourced for 25+ local field projects*** Effective talent deveopment system supporting international success <40% reliance on Sport England Funding and turnover of >£1.3mil * Stretch target of 35,000 from a baseline of 26,200 in 2019. ** 1. Increased retention within chartered clubs and leagues leading to a 15% increase in membership, from a 2016-19 baseline of -8%. 2. Attrition of chartered clubs and leagues below 5% by 2024. ***£100k facility investment to include BSUK grants and match funding (usually local). All above targets will be reviewed at the start of the 2021 season to review and reflect post Covid- 19 participation, turnover and funding levels. As a rolling strategy, progress and success measures will be annually reviewed and adjusted. 8 BaseballSoftballUK 2020-24 Strategy Tel. 020 7453 7055 Email. [email protected] www.bsuk.com 190 Great Dover Street London 9 BaseballSoftballUK 2020-24 Strategy SE1 4YB .
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