Strategic Plan for Netball New Zealand Inc. 2009 – 2012

Strategic Plan for Netball New Zealand Inc. 2009 – 2012 A message from the CHIEF EXECUTIVE RAELENE CASTLE PROUD HISTORY to give players the opportunity to experience home and away Netball New Zealand is proud to embrace and broaden the games and more closely mirror the challenges that are asked of remarkable history of Netball in New Zealand. A history that has them in the ANZ Championship. made Netball the top women’s sport in the country. In addition the introduction of the new commercial platform has Since its introduction to New Zealand in 1906 the sport has allowed NNZ to maximize the commercial returns of its available developed and embedded itself into the sporting culture of New properties and the organisation now has a sound base on which Zealand. Netball has a strong tradition which over the years has to continue to grow and develop Netball in New Zealand. NNZ continued to rise to new levels both on and off the court. welcomes New World as the new Elite Sponsor of Netball New Zealand who will work closely with us to develop the profile of Thousands of competitors take to the court on any given day to the Silver Ferns. not only play Netball, but coach, umpire, administrate and spectate. A message fromNew Zealand thehas produced CEO some of the World’s best Netballers CURRENT ENVIRONMENT and has always been a force to reckon with at an International Netball New Zealand has a stable financial base however these Level. The skill level and integrity of the Silver Ferns and the are challenging times and a prudent financial approach and accumulation of world titles and accolades has made the players strong leadership at all levels of the game will need to be shown local, national and International sporting heroes. to ensure the game continues to flourish.

RECENT ACHIEVEMENTS THE ROLE OF THIS PLAN Netball New Zealand was bold in 2008, introducing a new NNZ has faced a period of significant evolution over the last competition, The ANZ Championship, to Netball fans. The couple of years which has put both NNZ and the wider netball competition replaced the National Bank Cup and took Netball community under significant pressure. The Strategic Plan to a new semi-professional era. The decision proved to be well- for 2009-2012 has more of a consolidation feel about it and founded as the competition extended the Netball fan base in is focused on further developing and consolidating the key New Zealand and Australia and dramatically lifted the profile of building blocks of our sport. The plan is brave in the amount of Netball in Australasia. This success was largely due to the new significant pieces of work we want to deliver over the next four format of five live games every weekend and especially ‘Monday years but we believe it is achievable from a time, money and Night Netball’. personnel perspective. In delivering this plan we believe we will Another achievement was the launch of The Perry Foundation meet the Mission and the Vision as stated and continue to grow National Netball Champs which adopted a new format in 2008 the sport of Netball in New Zealand. Positioning

> Welcome to the Netball New Zealand (NNZ) strategic plan through to 2012! This plan sets out our key focus areas over this period and how we are going to go about achieving these. > The previous plan finished in 2008 and the new plan has been evolved over a number of months. The current environment for sport in New Zealand and netball in particular was reviewed and this analysis was used by Netball New Zealand Staff and the Board to develop this new plan. > In it’s draft stages the plan was presented to Regions, Centres, Umpires, Coaches and Administrators for feedback. That feedback has been incorporated into this final document. > This is a working document and will be reviewed 6 monthly to ensure that Netball New Zealand is delivering on the plan that has been agreed. > The structure of The Game, The People and The Business has been retained from the Outside the Circle document as we believe it still strongly represents all the key elements in our Game today. > There are a number of large strategic pieces of work in the plan that will require the help and support of the wider netball community and NNZ believes that by working closely together to deliver this plan, Netball will continue to hold a strong place in NZ society and deliver on the Vision to be “New Zealand’s leading sport by 2020”. Mission: (Why we exist) To lead the sustainable growth of netball and its people. Vision: (What we aspire to) New Zealand’s leading sport by 2020. We will know we have achieved this when we: 3 have won three back to back World Championships and Commonwealth Games 3 the ANZ Championship is fully professional 3 are the biggest participation sport and we offer opportunities for anyone who wants to participate 3 are viewed by the Netball community as adding value by being innovative, smart and professional 3 provide career opportunities, pathways and development so individuals have their own unique experience 3 ensure we have the physical infrastructure to meet the current and future needs of the game 3 have honest and effective communication channels at all levels of the game 3 are financially viable at all levels of the game and have strong and enduring commercial partnerships 3 have a consistently high and positive media profile 3 are maximising the benefits to Netball New Zealand of all versions of the game 3 are the number one spectator sport 3 are utilising new media opportunities to meet the future needs of netball fans 3 have high caliber and effective Boards through the Netball community 3 are engaging with IFNA in ways that enable us to influence the global growth of the game 3 have a desirable brand that retains the mana and heritage of the game VALUES These values reflect the best of who we already are and challenge us to become the kind of organisation we know we are capable of being. Our values are supported by the behaviors we strive to demonstrate day to day.

Courageous We: > are prepared to lead, even if that means that sometimes we are unpopular > innovate and are open to change > are not averse to challenging the status quo > think things through, take calculated risk and keep each other informed Committed We: > deliver high quality work but are “low maintenance” to work with > take responsibility for managing ourselves and our energy levels > are self-motivating – not looking to others to take the initiative > are “in it” rather than being passengers

Passionate We: > strive to the the best we can be > go above and beyond, always acting for the greater good of netball > maintaining our self-belief and trust in each other > take opportunities to have fun along the way

Respectful We: > respect ourselves by being open and honest and saying what we need to say > respect the organisation by embracing challenge and being open to well-intentioned feedback > respect our mission by continuously developing ourselves and each other LE C IR th E T e High he C L P C C er h H fo a G P S e rm n A E ap a g L G c In n in L A E O le s t c E N e e g p d r N E n n F o a A G M E L e a l a L t i c E H L P io g l MISSION e S n P A r a n o a m H u n To lead the f E l T o e C O i N G n s

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a i ncial Sustainab Ne el tba Mod th ll Delivery S e BUSINES CHALLENGES The Game 1 the Changing Face of Netball We have identified eight key Netball today is in a challenging environment where it is competing not only with other sports but also with challenges that we need to many other forms of entertainment for people’s time, money and commitment. This may lead to a reduction in participation, volunteering and further challenge the tradition of ‘Netball on a Saturday’. The grass roots address to deliver on our game of netball needs to be flexible enough to meet the changing needs of its participants in terms of mission and realise our vision. delivery, scheduling and forms of the game. They are: 2 high Performance Alignment and Delivery The NNZ High Performance team needs to continue to push the boundaries to design and implement a High Performance Plan that will take the Silver Ferns to the dominant position in World Netball. There needs to be an alignment of this plan with Franchises and Regions and a seamless and easily identifiable pathway for players and coaches, to develop the relevant skills, from entry level through to high performance. 3 the International Game The international game suffers from lack of funding which leads to an inability to provide an agreed vision and a strategic approach to the development of the game. There has been a diminishing competitiveness in the international landscape over the last eight years. NNZ needs to continue to challenge IFNA on these issues.

The PEOPLE 4 attracting Quality People Due to the changing face of Netball there are changing requirements for people at all levels of the game, be that in administrating, coaching, umpiring and officiating. Netball needs to be seen as an attractive, efficient and forward thinking sport so as to continue to attract these quality people. 5 Professional Landscape CHALLENGES As Netball moves into a professional era the challenge is to ensure that all aspects of the game are successful in this new environment. The areas of concern are the impact on players, regional and centre Netball, financial demands, sponsorship expectations and product saturation. NNZ needs to work with the relevant parties to develop solutions for these areas.

The Business 6 Physical Infrastructure (Courts & Facilities) The main challenge is looking into the future and ensuring the physical infrastructure is available to enable netball to remain accessible, affordable and well maintained. There needs to be meaningful and consistent dialogue with Councils, Ministry of Education and Government from Netball New Zealand, the Regions and Centres in relation to the development and maintenance of infrastructure. 7 financial Sustainability Netball New Zealand is not in control of all its revenue streams e.g. up to 25% of our funding is sourced from Trust Funds. This Trust funding is at risk due to a shrinking pool of funds, increased competition for those funds and changes to Government legislation. The contribution from SPARC is also outside of our direct control and could be altered with a change in strategy by a new Government. The current commercial relationships are strong however these will come under pressure from the changeable economic climate. As Netball moves into a semi-professional era the economic pressures of day-to-day running costs are increasing. Netball New Zealand needs to ensure the effective allocation of funds for the greatest return. 8 netball Delivery Model Over the years NNZ has pushed the boundaries to ensure that the most efficient Netball delivery model was in place. The challenge is to investigate whether or not the current Governance, delivery and engagement model still meets the needs of the evolving landscape at all levels of the game in New Zealand. 15 The Changing Face of Netball