1

Introducing the Whole of Netball Plan

On behalf of Netball New Zealand (NNZ), we are delighted to present the Whole of Netball Plan (WON Plan), a comprehensive document outlining the wider plan for the whole of Netball in New Zealand for the next five years.

This integrated national plan for the development of Netball is fundamentally important if we are to succeed at all levels of our game.

The WON Plan highlights the shared outcomes for Netball, clarity on how we measure success, while ensuring we have a consistent set of national strategies and prioritising national projects to guide investment into Netball.

The aim is for NNZ, the five Netball Zones and 85 Netball Centres to be able to align their strategic and operating plans to enable the delivery of the WON Plan. We expect to refresh the priority initiatives and projects throughout the five years.

Four key pillars of the WON Plan have been identified; GROW – participation and lifelong involvement, CONNECT – more New Zealanders to the passion and excitement of Netball, WIN – be the best in world Netball, SUSTAIN – our game through a strong Netball system; people, finances, organisations.

With the WON Plan in place, New Zealanders will live this game as they have never lived it before.

So, welcome to the WON Plan…a new era for Netball in New Zealand!

Hilary Poole John Bongard Chief Executive Officer Chairman

2

Contents

1 Introduction 1

1.1 Development of the Whole of Netball Plan 1 1.2 The Importance and Role of Netball in New Zealand 2

2 Plan Overview 3

2.1 Our Purpose 3 2.2 Principles of the Plan 3 2.3 What Does Success Look Like? 3 2.4 Growth in Participation – Affiliated Players 4 2.5 Overview of the Whole of Netball Plan 5 2.6 Strategies to Achieve Our Outcomes 7 2.7 Whole of Netball Plan – Priority Projects 8 2.8 Whole of Netball Plan Summary 10

3 Netball in New Zealand - Setting the Scene 11

3.1 Participation 11 3.2 The Netball Delivery Structure and System 12

4 Key Challenges Facing Netball 14

4.1 Membership and Participation 14 4.2 Netball’s Delivery System 16 4.3 Events and Competitions 16 4.4 Facilities 17 4.5 High Performance Programme and Training Environment 17 4.6 Brand and Profile 17 4.7 Value Creation 17 4.8 International Netball 17 4.9 The Changing Environment 17

5 SWOT 21

3

6 Whole of Netball Plan 22

6.1 Roles and Responsibilities in the Netball System 22 6.2 Partnerships 23 6.3 Funding the Whole of Netball Plan 25 6.4 Monitoring and Reporting 25

7 Whole of Netball Strategies 26

7.1 GROW - Growth and Lifelong Participation in the Game 26 7.2 WIN - We Win, and Are the Best in World Netball 29 7.3 CONNECT - More People in New Zealand Connect with Netball 32 7.4 SUSTAIN - A Strong and Sustainable Netball Delivery System 36

8 Whole of Netball Plan Implementation 40

8.1 Project Implementation - Five-Year Outcomes 40 8.2 Roles in Delivering Projects 2015 - 2019 43

4

5

1 Introduction

1.1 Development of the Whole of Netball Plan

Netball New Zealand (NNZ), with the support of Sport New Zealand (Sport NZ), have invested in the development of a Whole of Netball Plan (WON Plan) as, together, we believe it is fundamentally important to have a coherent and integrated national plan for the development of Netball in New Zealand.

The benefits of having a WON Plan are to:

 Have shared outcomes for the sport  Be clear on how we measure success  Have a consistent set of national strategies  Prioritise national projects that will guide investment into the sport.

To maximise the quality of Netball experiences, we need to consider the delivery of Netball through one system in New Zealand. The reorganisation of regional capability during 2011/12, which reduced 17 regional and franchise organisations into five Zones, was a bold step to further refine our system. With the Zone structure now in place, it is the right time to develop one integrated national plan for the advancement of the game in New Zealand.

The organisations in the Netball system – in particular NNZ, the five Zones and 85 Netball Centres – will be able to align their strategic and operating plans to enable the delivery of the WON Plan, ensuring cohesive development of the game.

This plan has a five-year horizon. We envisage the outcomes, measures of success and strategies to remain constant during this time, but expect to refresh the priority initiatives and projects along the way.

We would like to thank those who have contributed to the development of the WON Plan:

 Netball Centres  Current and past players  Netball Zones – Boards and staff  NNZ Youth Advisory Group (YAG)  Independent Advisory Group – Colin Stone, Sport Hawke’s Bay; Kereyn Smith, New Zealand Olympic Committee; Rodger Thompson, Sport NZ; Gaye Bryham, AUT University; Sharon Rimmer, Auckland Council; Nicole Lloyd, NNZ Youth Advisory Group  Regional Sports Trusts  Sport New Zealand  NNZ Board and staff

1

1.2 The Importance and Role of Netball in New Zealand

Netball is an integral part of the dynamic sporting culture of New Zealand. It is steeped in history, with its introduction to New Zealand as ‘women’s basketball’ in 1906 and the first representative game was played in 1923 between Canterbury and Wellington.

Netball is unique in that it is predominantly a women’s sport played here in New Zealand and around the world. Netball has played a leading role in the development of girls and women throughout New Zealand, through their experiences of participating in the sport as players, coaches, officials, administrators, committee and Board members. Netball produces significant role models whose integrity, honesty, athleticism, hard work and humble values have inspired many to participate in or contribute to the game. This has had a flow-on effect in building the high regard with which Netball is held in the wider community.

Netball Centres, clubs and schools play a valuable role in their communities as hubs of social, physical and cultural interaction, where people from all backgrounds and ethnicities, regardless of economic status, can safely participate in sport, have enjoyable experiences and form long-lasting relationships.

The presence of Netball in nearly every female and co-ed school in New Zealand, and the simplicity of equipment required to play the game – just a ball, hoop and a flat surface – makes Netball the most accessible sport for girls in New Zealand. The strength of Netball ‘DNA’ in schools is a defining characteristic.

It is one of a handful of sports with high participation rates by Maori and Pacific Island girls, making it an important contributor to the well-being of these communities. Netball has a strong participation rate in all schools, but in particularly dominant as the sport of choice in low and medium decile schools (decile ranking 1-6) and rural based schools.

The core strength of Netball and its success is the phenomenal voluntary effort which goes into running and governing the sport. The game is family friendly, particularly for women and mothers in the club and Centre environment and at events. The ‘can do/make do’, ‘getting on with it’ culture and ethos which prevails through Netball, combined with individual and collective passion and love for the game, keeps Netball operating week in and week out in a sustainable way at the grassroots level. This has positively impacted the lives of generations of girls and women who have freely and actively given back to the sport.

2

2 Plan Overview

2.1 Our Purpose

‘Quality Netball Experiences’

Quality Netball experiences are the fundamental driver of attracting and retaining participants in Netball, and building New Zealanders’ interest in, and following of, Netball.

We are committed to working collaboratively in one Netball system, to provide quality and consistent Netball experiences for all participants: players, coaches, officials, administrators, volunteers, fans and our Netball audience.

Plan Outcomes

The WON Plan has been developed around achieving four outcomes:

Grow Participation and lifelong involvement

Win Be the best in world Netball

Connect More New Zealanders to the passion and excitement of Netball

Sustain Netball, through a strong Netball system – people, finances and organisations

2.2 Principles of the Plan

Five key principles have guided the development of this plan:

1. Participants are at the heart of everything we do – Improving the quality of the Netball experience for participants is at the heart of our plan.

2. We are market driven, responding to the changing needs and diversity of New Zealand – Our Netball programmes, competitions and events and our delivery of them is responsive to the changing profiles and needs of our target markets.

3. We consider Netball as one system – Netball is delivered through one integrated system, with clarity of roles and responsibilities (for all organisations and individuals) within this system.

4. We prioritise – Projects are prioritised and resources are allocated accordingly to enable substantive progress with national priorities.

5. We are transparent and accountable – we will monitor and report on our progress against our targeted outcomes, and priority projects.

2.3 What Does Success Look Like?

If Netball delivers successfully on this plan then:  Participation will grow year-on-year, through both retention and attraction of new participants.  We will consistently offer targeted, appealing, accessible, quality experiences for all participants.

3

 Netball will be thriving in our communities and will continue to be a positive contributor to people’s lives.  Our Netball volunteers will be recognised, celebrated, feel valued, respected and well informed.  Our participants, supporters, partners and sponsors will value the Netball ‘product’ and be satisfied with their experiences.  Our delivery system will be connected, financially sustainable and supported by capable people.  We will have strong partnerships and funding relationships achieving mutually beneficial outcomes.  Netball’s profile in New Zealand will remain high and its brands strong.  Our teams will consistently win. 2.4 Growth in Participation – Affiliated Players

Netball has a total market share of 10 percent across our target markets, with 148,312 people playing in NNZ - affiliated programmes at the 85 Netball Centres. This ranges from 29 percent of the junior programme's target market of all females aged 5 to 12, to two percent of the social/recreational target market of all males and females aged 16 to 39 of the New Zealand population in those segments.

Statistics New Zealand forecasts a growth rate in New Zealand’s population of seven percent across our target segments from 2015 to 2019. Given the weighting of our player base throughout these segments, in order to retain our current level of ‘market share’ we estimate there is a need to grow our player base by four percent over the five years of the plan, with differing growth rates in each market segment.

We believe that through the implementation the Whole of Netball projects – in particular the national roll-out of our new junior programme, futureFERNS, and the development of a nationally branded social Netball programme, targeted at social players 16 plus – we could realistically achieve up to an eight percent increase in players over the next five years. Therefore, as a result of the WON Plan, we have a growth target for the sport in the range of a four to eight percent increase in our base of affiliated players.

Forecast Growth Rate of Market Segments* NNZ Membership Population With Programme Impact 2014 % total pop 2019 targets

Junior (F 5-12) 68,222 29% 71,543 5% 75,835 11%

Secondary (F 13-18) 31,780 18% 30,924 -3% 31,780 0%

Senior (F 19-39) 22,810 4% 24,419 7% 24,419 7%

TOTAL 122,812 12% 126,885 3% 132,034 8%

Social (M&F 16 plus) 25,500 2% 27,465 8% 28,014 10% TOTAL 148,312 10% 154,350 4% 160,048 8% * Statistics NZ - Total Population Junior (Females 5-12 years old) Secondary (Females 13-18 years old ) Senior (Females 19-39 years old) Social (Males and females 16 -39 years old NOTE – for the purposes of statistical analysis, population figures for M&F 16-39 were used to calculate a social market segment, as this is the bulk of the current social players - it is acknowledged people continue to participate 40+ 4

2.5 Overview of the Whole of Netball Plan

We will measure success by monitoring achievement of outcomes and contributing key performance indicators (KPIs):

Outcomes Strategies KPIs Measures Targets

 Affiliated membership  4 – 8% growth in affiliated player GROW – Growth and  Attract and retain more  Number of affiliated players returns membership over the 5 years 2015- lifelong participation participants in targeted  Number of New Zealanders who  National Activity Survey 2019 in Netball segments play Netball  At least 350,000 Kiwis play Netball

 Grow our pool of  World Cup and Commonwealth  International results  Gold medals WIN – We win, and talented players and Games results  International Netball  No. 1 world ranking are the best in world coaches, performing  Silver Ferns’ world ranking Federation (INF) world Netball and winning  ANZ Championship titles and ranking system consistently at elite level winning rate  ANZ Championship results

 Grow New Zealanders’  Number of New Zealanders who  Fan research tracking  At least 50% all New Zealanders CONNECT – More connection with and follow Netball  Brand strength tracking follow Netball people in New passion for Netball  Strength of Netball brands  Grow brand strength – Netball, Silver Zealand connect Ferns and futureFERNS with Netball

SUSTAIN – A strong  Develop a strong and  Centres, Zones and NNZ’s  Audited Financial  All organisations achieve surpluses and sustainable sustainable system for financial performance Statements Netball delivery Netball delivery system throughout New Zealand

5

6

2.6 Strategies to Achieve Our Outcomes

Four strategies form the backbone of our WON Plan and will ensure Netball achieves its overall outcomes:

Strategy Detail

1. GROW - Attract and retain more participants in Netball in targeted market segments Given population growth, demand for Netball, participation strength, the capability in the sport throughout New Zealand, facilities available, and Netball’s popularity and interest, we believe targeted growth is both achievable, and important for the future strength of the game. This will be achieved through:

• Research, development and delivery of targeted, quality and appealing national and branded participation programmes • Targeting of key market segments – teenage girls, Maori and Pacific Island girls, women returning to Netball, social netball players (males and females, 16-39 years) • Developing a specific strategy for the Auckland region to address a growing and diverse population.

2. WIN - Grow our pool of talented athletes and coaches capable of performing and winning at the elite level To win on the world stage, investment in the growth and development of Netball’s quality players and coaches is necessary, to ensure an ongoing depth of our talent. This will be achieved through: • The design and promotion of clear development pathways and programmes • The creation and implementation of a world-class Netball high performance system which is integrated across the NNZ and Zone programmes and environments.

3. CONNECT - Grow New Zealanders’ connection with and passion for Netball Providing fun, safe, enjoyable and quality everyday Netball experiences will grow our participants’ love of the game. Enjoying quality Netball experiences through event attendance, viewership and communications through all channels, including digital and social media, will grow our audience and connect New Zealanders with Netball. This will be achieved through: • Relevant, quality and entertaining events and competition experiences, each with a clear purpose • Enhanced digital content and connectivity across targeted platforms and channels • Promotion and marketing of Netball, in line with the sport’s brand repositioning • Building Netball’s legacy by acknowledging, celebrating and developing Netball’s heroes, utilising all forms of media.

4. SUSTAIN - Develop a strong and sustainable system for Netball delivery throughout New Zealand Quality experiences for participants require capable delivery at each level of the game. Investment in the development of our people who deliver Netball, and in our systems and infrastructure is needed if Netball is to continue to be an accessible and sustainable sport for all New Zealanders. This will be achieved through: • Developing organisational and people capability within the system • Establishing effective partnerships with funders, sponsors and other agencies to support delivery of the game • Introducing systems to engage with Netball’s membership effectively • Developing quality and accessible facilities to support community Netball

7

2.7 Whole of Netball Plan – Priority Projects

To implement the WON Plan, 23 key projects have been identified. Ten of these projects have been prioritised for the first two years of the plan’s implementation. The full schedule of projects is summarised below (priority projects for 2015 and 2016 are highlighted).

Outcome Strategies Projects Project description 1. National Junior Roll out of the national futureFERNS programme targeted at children Year 1 - 8, providing fun and age- Netball programme appropriate skill development for our junior players and increasing support for Netball in schools Attract and retain more 2. National Social Develop a national social Netball programme that will appeal to targeted market segments, appealing to the Netball Programme changing requirements of our participants and attract new players.

participants in Netball in 3. Auckland Strategy Establish a ‘Whole of Auckland’ Netball strategy, responding to the unique needs of current and potential targeted participants in Auckland, increasing the overall participant rate and developing talent. market GROW 4. Teenage Girls Develop a national programme targeting inactive teenage girls and retaining Year 11 – 13 Netball players and segments forming stronger relationships with secondary schools.

5. Tertiary Partnerships Establish partnerships with key tertiary institutions within each Zone to assist with the development of the game and growth in youth/tertiary participation. 6. National Competition Review national competitions to ensure the types of events and the calendar support an effective high Review performance pathway for all participants.

7. Brand and Promote Develop and strengthen Netball’s brand positioning and creative expression. Provide tools and content to Netball promote Netball through NNZ, Zones and Centres’ marketing and communications initiatives. Grow New Zealanders’ 8. Quality Competitions Review the programme of events and competitions in the Zones to provide a more co-ordinated approach, connection Blueprint greater accessibility and opportunities to compete in quality competitions, flowing on to inter-Zone. with and Production of a ‘best-practice guide’ for running quality events and competitions for participants. passion for Netball 9. International Develop a long-term (4 – 8 years) international competitions calendar to which participants are contracted CONNECT Competition and commercialisation opportunities are fully exploited. Review the future of the FAST5 Netball World Series.

Development 10. Build and Celebrate Establish proactive initiatives at Centre, Zone and NNZ level to promote, celebrate and build pride in Netball’s Netball’s Heritage heritage particularly of those who have made outstanding contributions to the development of the game, and to engage with alumni. Develop and implement a collection management system for the key elements of Netball’s heritage. 8

Outcome Strategies Projects Project description 11. National Player Implement the NNZ, Zones and Centres’ nationally aligned player development programmes, consistent with Development the recommendations of the National Player Development Plan Grow our Programme pool of 12. High Performance Establish a targeted and sustained programme to develop Netball’s high performance coaching talent talented Coach Development athletes and Programme

coaches

capable of 13. Netball’s National Redevelop Netball’s High Performance Strategy for Netball’s national high performance environment High Performance (nationally and within Zones). Design the programmes, systems and contractual structure to enable this strategy

WIN performing Strategy and System to be implemented and winning 14. Performance Coach Roll out Performance Coach Award targeted at developing more capable coaches to work with talented at the elite Development players earmarked for higher honours level Programme

15. National High Develop a high performance training environment including a national training base for the national high Performance Centre performance programme – squads and teams – for athletes, coaches, umpires and officials Development 16. National Commercial Develop the national strategy and framework that will enable growth in sustainable commercial and funding and Funding Strategy revenues into Netball throughout New Zealand and Framework 17. National Database Implement a national member management system for Netball, along with a membership and fee structure and Member that reflects the change needs of our participants and the way they engage with us Develop a Management System 18. Zone Organisation Ensure ongoing development of the Zones as capable and sustainable organisations, resourced and able to strong and Development perform their Zone roles in the development of Netball, talent development and high performance effectively

sustainable 19. Community Coach Maintain ongoing development of the national programmes for coaches, umpires and officials, including system for and Official national frameworks and an online learning portal Netball Development delivery 20. Netball Development Implement the recommendations of the Netball development delivery review to strengthen the development SUSTAIN throughout and Delivery officer network and align the delivery system New Zealand Structure 21. Centre Capability Build a Centre development tool to identify and support capability development in Centres at governance Development and operational levels 22. Targeted Advocacy Implement an advocacy strategy to increase Netball’s profile, funding and partnership opportunities and Public Relations 23. Regional Facility Develop and implement local facilities strategies in line with the national facilities strategy, with identified Strategies priority for the wider Christchurch region

9

2.8 Whole of Netball Plan Summary

10

3 Netball in New Zealand - Setting the Scene

3.1 Participation

Netball is the number one choice of team sport for females in New Zealand and the second largest team participation sport in New Zealand after rugby. Approximately 350,000 people in New Zealand play Netball annually and 148,312 of these players are affiliated to the sport through membership of our 85 Netball Centres, five Netball Zones and NNZ.

2014 NNZ Affiliated Player Membership Total Players

Research1 also identifies that Netball is the:

 Number one activity that girls aged 5 to18 want to try and do more of  Top participation sport in secondary schools for girls  Most popular team sport for Maori and European girls, ranked second for Pacific Island girls and third for Asian girls after badminton and football  Number one activity that European, Maori and Pacific Island girls want to do more of  Number one sport of strong interest to girls in low (1 to 3) and medium-decile (4 to 7) schools to try or do more of.

In addition, there are almost 500,000 adults currently not participating who are interested or very interested in playing Netball, and approximately one third of all New Zealanders over the age of 16, who describe themselves as either fans or fanatic followers of Netball.

1 GEMBA Sport and Entertainment Report 2012/13. NZSSSC 2013 census. Sport New Zealand, 2012. Sport and Recreation in the Lives of Young New Zealanders. 11

3.2 The Netball Delivery Structure and System

Netball has well-developed facilities and organisations, capable and dedicated volunteers and good reach into the community.

Delivery of Netball in New Zealand is through the strong backbone of the 85 Netball Centres that operate across the country. These Centres are supported by over 9,500 coaches and 1,500 umpires and officials.

Netball participation in schools is very strong, with Netball available throughout New Zealand in most schools attended by girls and schoolgirl competitive Netball played through the Centres.

Coaches Attending NNZ National Coaching Framework Workshops

There are a large number of non-affiliated and private providers of Netball too, particularly of the indoor social game which is often of mixed gender, and played recreationally throughout the week.

The five Netball Zones are responsible for leading the development of the game within their catchment areas, along with the talent development of players, coaches and officials, and their Zone high performance programmes which underpin their franchise teams for the ANZ Championship.

TTNL Ltd is a 50:50 joint venture between NNZ and Netball Australia and owns the Trans- Tasman Netball League (TTNL), known as the ANZ Championship.

12

Netball Organisation Structure

Partners and Media

Netball’s profile in the community and media is high; the brand is well regarded and the Silver Ferns, a respected and loved team. Netball has experienced sustained commercial and funding investment over a long period of time and has strong and valued relationships with a variety of commercial partners, funders, stakeholders and suppliers.

There is evidence which suggests that Netball is underperforming however, in terms of revenue generation, given its large participation and following, relative to other codes.

Operating Environment

The operating environment within which Centres, Zones and NNZ operate is complex, and comprised of a number of organisations.

13

4 Key Challenges Facing Netball

Like all sports, Netball faces challenges and there is an ongoing need to improve how it operates, to retain and attract new participants and develop talent in an ever-changing and competitive environment.

4.1 Membership and Participation

In the 10 years to 2013, Netball player participation, excluding social Netball, grew a total of three percent, compared to an increase in New Zealand’s population during that time of 10 percent. This changed in 2014 due to the introduction of the new national junior programme, which saw an increase of eight percent in junior numbers, or four percent overall. Some segments have declined over this time, including Year 7 and 8 and secondary- school Netball.

Netball Membership 2005-2014

This situation is against a backdrop of overall population growth in New Zealand (especially Auckland) and an unmet demand for Netball. Auckland is a large and growing market, offering huge potential for membership growth; however, our largest city currently has the lowest rate of penetration for Netball in the country. Just 10 percent of females in the 5 to 39 age group are registered Netballers compared to 17 percent in Otago and Southland (Netball South Zone).

14

Zone Market Share

Netball has high participation amongst Europeans, Maori and Pacific Island girls but does not attract Asian girls at the same rate. Attracting other ethnic groups into the sport becomes increasingly important as these groups become a greater proportion of the growing population, mainly in Auckland.

Ethnicity of girls aged Top-ranked team Rank in top Percentage Rank of Netball Percentage of 5-18 who have sports (girls) by 10 activities participating % in activity want respondents participated this ethnic group to try or do interested % year* more of

New Zealand Netball 6 57 1 17

Football 10 51

NZ European Netball 7 58 1 17

Football 10 52

Maori Netball 6 61 1 24

Touch 7 60

Pacific Island Touch 5 69

Netball 6 62 1 22

Basketball 9 52

Volley ball 10 51

Asian Badminton 5 64

Football 8 48

Netball 9 47 2 15

Source: Sport NZ Young People’s Survey, 2012

Netball is also the most played and most popular sport in schools, even more so among those schools with the lower and middle decile rankings of 1 to 6.

Netball has a 10% market share across its target market segments. Market share varies within segments from 29% in junior girls aged 5-12 years, and 2% in social Netball, which currently targets the male and female market, mainly aged 16-39.

15

Affiliated Player Market Share

Evidence2 suggests that there is unmet demand for the sport from children, young people and adults alike.

4.2 Netball’s Delivery System

Netball Centres (especially those which are smaller and/or geographically isolated) face increasing pressure in the areas of finance and human resources.

The Netball Zones are still relatively young organisations, having been in operation for just over two years. They need to build commercial and high performance capability in particular, and generate sustainable commercial and funding streams if they are to add value to both community and high performance Netball, and manage high-performing ANZ Championship teams. There is a need to further define and develop the role and value proposition of the Zones, especially alongside some large and well-resourced Centres.

Netball has ground to make up in player and coach development if it is to have a consistent supply of quality athletes and coaches moving through to the elite level of our sport. Netball development occurs in clubs, schools, Centres and Zones supported by 40 development officers who work across player, coach and umpire development. A greater focus on development, more support and training, as well as on alignment to the agreed priorities for Netball will enable this network to operate more effectively.

4.3 Events and Competitions

The Netball competition structure in New Zealand is underperforming in terms of preparing a pool of talented players for elite levels. The current system relies on competitions at Centre and Zone levels, then age-group and national tournaments feeding into ANZ Championship teams and the Silver Ferns.

2 Sport New Zealand, 2012. Sport and Recreation in the Lives of Young New Zealanders; GEMBA Sport and Entertainment Report 2012/13 16

4.4 Facilities

Having a sufficient number of quality facilities in the right locations is essential for both community competitions and national and international events. Cost-effective and reliable access to indoor venues is a challenge for many Netball Centres around New Zealand as demand and expectations for covered play increase.

4.5 High Performance Programme and Training Environment

So much of Netball’s profile and attraction relies on the international competiveness of the Silver Ferns and New Zealand’s ANZ Championship teams. Maintaining this status requires sufficient investment in the Netball system to support consistent performances at the elite level. With the five Netball Zones now established, there is an opportunity to develop an integrated world-class high performance environment, taking the ‘one system’ approach with the Zones and NNZ.

4.6 Brand and Profile

Netball is the second most followed and played team sport in New Zealand after rugby, with Netball and the Silver Ferns’ brands strong and well regarded. The ANZ Championship is still a relatively new league and the team brands are only seven years old. Holding the relevance of Netball and differentiating it in a crowded sport and entertainment market is an ongoing challenge.

Netball’s profile in the community and media is high, Netball is well respected and there are ongoing efforts to build on its strong fan and supporter base.

4.7 Value Creation

Netballs value proposition is strong at every level of the game. We need to ensure we are maximizing revenue and value, through strong relationships and partnerships with commercial and funding partners.

4.8 International Netball

The strength of international Netball has a major influence on the success of this sport in New Zealand. It would be in the interests of the international game for the competitive gap to reduce between the top-eight nations, to increase the intensity of competition and enable matches among wider ranges of opposition. NNZ needs to take a leadership role in the development of the global calendar for the sport.

We also have a key responsibility to provide leadership for the development and strengthening of the Oceania region. Netball is a very popular participation sport and the players and teams in this region have untapped potential. The teams in the Oceania region need regular competition and the sport requires an increase in sustained investment.

4.9 The Changing Environment

To deliver an effective WON Plan, it is vital that we understand what is happening around us and how these factors may change over the next five years of the plan. This will enable us to focus our energies on the right things that will grow the game, increase people’s connection with the game and help us win.

17

A Growing, Ageing and Increasingly Diverse Population3

At the 2013 census New Zealand had a population of 4.2 million, representing 5.3 percent growth since 2006. Growth has been variable across the country with the fastest-growing regions being Auckland (8.5 percent) and Nelson (8.3 percent). The fastest-growing districts are Selwyn, Queenstown-Lakes and Waimakariri. Christchurch experienced a two percent decline in population during this period.

The forecast growth in numbers across the female population over the next five years is seven percent.

New Zealand Projected Female Population Growth 5-39 Years

This compares the market segments on which NNZ is focused, which amount to four percent.

Forecast Growth Rate of Market Segments* NNZ Membership Population 2015 - 2019 2014 % total pop 2019 targets

Junior (F 5-12) 68,222 29% 5%

Secondary (F 13-18) 31,780 18% -3%

Senior (F 19-39) 22,810 4% 7%

* Statistics NZ - Total Population TOTAL 122,812 12% 3% Junior (F 5-12) Secondary (F 13-18) Social (M&F 16 plus) 25,500 2% 8% Senior (F 19-39) Social (M&F 16 plus) TOTAL 148,312 10% 4%

The other key demographic changes of interest (in relation to how it affects Netball) is New Zealand’s ageing and more ethnically diverse population. The ageing of the population is projected to continue. The median age is now 38 with fewer children (under 15 years) than in 2006 and the number of people aged 40 years and above is continuing to increase.

18

Estimated Population Growth

Almost one-eighth of people living in New Zealand are Asian, with nearly two-thirds of them (307,233) living within the Auckland region (where more than one-fifth of the population is of Asian ethnicity).

We need to recognise these changes in regional and district growth, the static rate of increase in the number of children who traditionally have been our main participant base and the changing face of New Zealanders who we are yet to connect with fully.

Changing Lifestyles

As New Zealanders’ lifestyles change, so do their participation patterns in sport and recreation. Our lifestyles are influenced by new work patterns and technology, two-parent working families, changing family composition and through exposure to a greater range of leisure-time activities and home entertainment options. People want to indulge in more local recreational activity, to reduce the time and cost of travelling, and to connect with local people.

In Netball this means we need to think more laterally about when, where and how we provide Netball opportunities to meet the changing lifestyles of our current and future participants.

Our lifestyles are generally becoming more sedentary. Lower levels of physical activity are also connected to higher levels of obesity, cardiovascular disease and diabetes. Twenty- eight percent of New Zealand’s population was considered obese in 2011/12.3 This speaks to Netball’s broader role in social and community well-being and who Netball organisations could be working with to help address these wider issues.

Competing Sport and Recreation Options

Competition for participants across various sporting codes and for people’s leisure time and dollar is increasing. The marketplace is crowded with choices. People’s passion for

3 Ministry of Health, 2012. The Health of New Zealand Adults 2011/12: Key findings of the New Zealand Health Survey. Wellington: Ministry of Health 19 entertainment activities, such as movies, live music and concerts, theme parks and electronic games, remains higher than for most sports. Individualised sport and fitness activities are on the rise as are lifestyle, adventure and alternative sports.4 Twenty percent of participation is now through events.5

More girls than ever are playing non-traditional female sports such as football, touch rugby and, more recently, rugby sevens. There are many programmes and sporting academies competing to attract children into various sporting codes at a young age.

Attitudes and motivations for adults are now more geared towards participating for social rather than competitive reasons and as a means to getting fitter as people become more health conscious. ‘Pay for play’ options such as indoor Netball and adapted sports like Futsal continue their popularity.

It is important for Netball to remain relevant if it is to grow. This means keeping its high profile and positioning the game as an appealing and modern sport. It is imperative that Netball continues to meet the needs of targeted market segments.

Economic Conditions

The economic conditions in which Netball organisations operate remain tight, both within New Zealand and worldwide. The impact of the global financial crisis has had lingering impacts on the economy and pressure on household disposable income remains high for the many who have not yet benefited from New Zealand’s economic growth of two to three percent per year from 2010 to 2014.6

The sponsorship environment has intensified, with sponsors requiring more and redefining ‘value’. The market for commercial partners in New Zealand is highly competitive and there is more accountability for sponsorship investment with companies requiring greater reach and direct access to consumers. Social media and other digital channels beyond traditional television broadcast have become more prominent.

Funding availability from sources such as gaming has reduced overall. However, we have evidence that Netball in New Zealand has not been gaining its share of gaming and community funding, commensurate with the size or impact of our sport.

Alongside tight economic conditions, there is a growing commercialism of sport and sport- related products with global audiences a key focus when attracting sponsors and broadcast rights. Netball becoming semi-professional through the introduction of the ANZ Championship, combined with the professionalism of careers in sports management and administration has changed the dynamic of the traditional volunteer model. This also raises expectations regarding the quality of what is provided for participants and audiences.

We must strive to operate Netball programmes in a sustainable manner within these challenging economic and competitive environments, and provide value that allows the sport to grow its share of sponsorship and funding dollars to deliver quality, affordable experiences.

4 Australian Sports Commission, April 2013. The Future of Australian Sport - mega trends shaping the future of the sport sector over coming decades 5 Source: Sport New Zealand 6 Source : Statistics New Zealand, Gross Domestic Product 20

5 SWOT

The SWOT analysis below provides an overview of the current situation of Netball in New Zealand. This has been used to identify ways to build on our strengths and explore possible solutions to our challenges within the WON Plan.

In summary, Netball’s main strengths, weaknesses, opportunities and threats are:

Strengths Weaknesses  Dedicated and experienced  Relatively flat participation growth volunteer base (some increase in 2014)  Highest participant sport for females  Zone sustainability and capability  High profile and level of interest  Lack of aligned and integrated  Nationwide delivery structure delivery and development across (people, places and systems) in Netball in New Zealand place delivering the game every  Lack of player and coach depth at week performance and high performance  Zone structure levels  Silver Ferns competitiveness and  The short term nature of the brand strength international calendar, outside the  ANZ Championship competition Netball World Cup and  National competitions structure Commonwealth Games

Opportunities Threats  Grow membership by capturing  Increased competing sports and unmet demand – girls and adults who leisure opportunities want to play more  Relative competitiveness of the Silver  Develop new and targeted Netball Ferns and ANZ Championship teams programmes to retain and attract  Fragmentation of the television new players broadcast market due to new  Create a world-class talent technologies and platforms development system for players and  Reducing and ageing volunteer base coaches  Highly competitive sponsorship and  Create new events, formats and funding environment competitions to support player  International profile of Netball development and attract new audiences  Build online connections to participants and supporters  Develop national alignment on priorities through the WON Plan  Strengthen capability within all of Netball

21

6 Whole of Netball Plan

The WON Plan’s development has been influenced by the thinking and strategy of a number of the key organisations involved in the sporting sector, including Sport NZ, Regional Sports Trusts (RSTs) and Councils’ sport and recreation strategies, other sports and Netball’s own people, research and plans.

The WON Plan provides the framework for organisations in the Netball system to align their own plans for the growth and development of the game.

The aim is for each Netball organisation within the Netball system to be able to:  Understand the strategies and prioritised national projects  Understand their role in delivering these projects; and  Integrate the relevant strategies and prioritised projects into their own plans.

6.1 Roles and Responsibilities in the Netball System

The WON Plan is based on a participant-centred approach and one integrated Netball system.

In our Netball system, the role of each organisation, the delivery of the plan and each initiative and related project needs to be clear. In some cases, there will be nationally led development of programmes and initiatives, as occurred with the junior Netball programme, supported by Zones and delivered locally by Centres. In other instances, there will be locally generated initiatives aligned to priorities in the WON Plan.

Seeing Netball as one system requires roles and responsibilities to be clear for everyone, to ensure capability and the necessary resources are available in the right places.

At a high level, responsibilities for the respective roles in the Netball system are summarised in the following table:

22

Role Grow Connect Win Sustain

Schools  Provide opportunities  Create a positive and  Support player and  Attract and grow and Clubs for students to fair environment for coach development in managers, players, participate and Netball line with national plans coaches, umpires, develop officials and volunteers  Enter teams in competitions  Support coach development Centres  Delivery of quality  Positive, fair and safe Within Centre or across a  Annual and strategic programmes and experiences through cluster: plans in line with the competitions programmes and  Promote and support WON Plan  Membership competition player, coach, official  Ensure good  Volunteer  Good communication and umpire governance, systems development and with members development and processes for support (including  Enhance Netball’s local  Deliver good-quality delivery of Netball coaches, umpires, profile competitions  Develop capable officials)  Recognise and  Development of people, systems and  Build strong celebrate volunteers programmes and processes relationships with and and Life Members representative teams  Facility development to support schools and meet needs clubs to deliver Netball  Build strong local funding relationships Zones  Lead on the co-  Deliver ANZ  Deliver successful ANZ  Annual and strategic ordination of delivery Championship games Championship plans in line with the of national  Effectively engage with programme Whole of Netball Plan programmes across the members and fans  Performance  Ensure good Zone  Enhance Netball’s profile development for players, governance, systems  Lead coach, umpire, across the Zone coaches and officials and processes at Zone official and player  Connect ‘heroes’ to the level and support at development community game Centre level  Build strong RST  Develop capable relationships and other people, systems and partnerships processes  Build strong funding and commercial relationships NNZ  Research and develop  Deliver quality national  Silver Ferns programme  Development of WON national programmes tournaments  National strategies, plans Plan strategy across the for players, coaches  Develop and promote a and programmes sport and umpires strong brand for Netball  Guidelines, policies, tools  Leadership of NNZ, TTNL  Training and and the Silver Ferns  Performance and high and Zones – shared professional  Market and promotion performance for players, services development for of Netball coaches and umpires  Lead national capability delivery network  Deliver quality  International projects to support international events relationships and Netball delivery calendar  Lead national funding and commercial relationships and partnerships

6.2 Partnerships

The formation of partnerships at each level of the game is fundamentally important for Netball, and the implementation of this plan. To partner with Netball, organisations need to understand the benefits and outcomes they will achieve by supporting Netball, which will help them meet their own objectives. Key partners for Netball include:

23

Organisations Partnership Benefits

Sport NZ (SNZ) and  More children and adults in sport and recreation by partnering with the largest High Performance female participation sport, which is focused on increasing activity levels and Sport New providing more and new participant centreed opportunities to play the game Zealand (HPSNZ)  Contribution to increased activity levels in targeted communities including young people, Auckland, Maori and Pacific Island communities, and lower-socio- economic groupings  High performance success by the Silver Ferns supported by a world-class high performance system Regional Sports  Increased participation in community sport and recreation, as a delivery partner Trusts for KiwiSport initiatives  Improved health and well-being objectives in local communities using Netball as a vehicle to achieve these  Capability development in local and regional sporting organisations NZ Netball Players  National squad athletes work together with NNZ for the Silver Ferns team to be the Association best it can be and to win on the world stage, and to leave the black dress in better shape for those who follow Councils  Increased physical activity levels of local residents  More opportunities for sport and recreation participation, particularly by children and young people  Increased activity in low-participant or inactive communities through targeted partnerships  Stronger communities and capability development of volunteers  Community-led development opportunities  Community pride in high-performing local teams  Provision of community facilities to multiple sports and community organisations Education  Skill development in fundamental skills, personal development and team providers: dynamics schools, tertiary  Higher educational achievement  Support for school-sport competition and coach and umpire development  Recreation and sporting opportunities for students  Development of pride in school or tertiary institutions and increased status through high-performing teams and representative athletes Gaming Trusts  Investment in local communities and local clubs and Centres focused on supporting participation, game and facility development, meeting Trust objectives and legislative requirements for local investment  Provision of more sport and recreational opportunities for children and young people  Awareness and profile in the community of Trust investment. Community Trusts  Investment in local communities and local clubs and Centres focused on supporting participation, game development and facility development which meets Trust objectives.  Support for provision of sport and recreational opportunities for children and young people  Awareness and profile of Trust investment in the community Sponsors and  Positive profile and brand association with successful high participation in other commercial women’s sport partners Opportunity to access target market through Netball membership, viewership, fans and supporter base Government  Contribution through partnerships to social, community, cultural, health and well- Ministries and being outcomes targeted by Ministries, Accident Compensation Corporation District Health (ACC) and DHBs using Netball as a vehicle to achieve these in local Boards communities.

24

How Will We Behave to Ensure Delivery of the Whole of Netball Plan?

To deliver on the WON Plan, a ‘whole of Netball’ approach is required where everyone in Netball, including Centres, Zones and NNZ, is:

• Putting participants’ needs at the heart of the decision-making • Committed to aligning planning and activities to the WON Plan • Prioritising resources to activities which will make the greatest impact • Flexible enough to ‘stop’ ineffective or unaligned activities • Committed to being open and transparent in their communications to the right people, in a timely manner • Monitoring and reporting on progress • Seeking and responding to feedback to improve what and how Netball is delivered • Sharing knowledge and resources, helping each other • Thinking and acting progressively and embracing change • Committed to achievable, realistic and sustainable action – doing what you say you are going to do and being accountable for outcomes and results • Connecting throughout the system, across Centres, Zones and NNZ, and working together collaboratively.

This way of working will need to be supported by strong leadership and certainty of direction through the system.

6.3 Funding the Whole of Netball Plan

The implementation of the WON Plan will be by the delivery of projects that have been prioritised as being likely to have the most impact on the development of the game. Each project will have its own requirements for development and implementation, then, on a longer-term basis, be integrated into our organisation as appropriate.

NNZ will primarily provide the resource, assisted by key partners, for the development phase of each of these projects. Depending on the role of Zones and Centres for each initiative, there will be different requirements for implementation and ongoing operation.

A good example of this is the national junior Netball programme (futureFERNS), the development of which has been invested into by NNZ. We have received outstanding support from the Zones to lead the piloting and preparation for implementation and now the futureFERNS programme is being delivered by the Centres, as part of their ongoing offering to their members.

When fully established, the aim is for the projects to be operationally sustainable – either generating additional revenue or attracting ongoing funding to enable delivery.

The requirements of the Centres, Zones and NNZ in priority projects are detailed in Section 9.

6.4 Monitoring and Reporting

Monitoring and reporting on progress against plan outcomes and KPIs will be provided to Zones through the national CEO and Chair groups, to Centres through regular NNZ communication opportunities, as well as through NNZ’s management and Board.

25

7 Whole of Netball Strategies

To deliver on the outcomes of growing, connecting with and winning the game, three core strategies have been developed to achieve these objectives. We need a strong and sustainable system to deliver and develop the game. This forms the fourth strategy in our Netball plan. Key Performance Indicators and targets have been developed to measure our outcomes and the effectiveness of the strategies. 7.1 GROW - Growth and Lifelong Participation in the Game

Outcomes Strategies KPIs Measure Target

GROW – Growth Attract and retain  Number of  Affiliated  4 – 8% growth and lifelong more participants affiliated membership in affiliated participation in in targeted players returns player Netball segments  Number of  National membership New Activity Survey over the 5 Zealanders years 2015 – who play 2019 Netball  At least 350,000 Kiwis who play Netball

Projects to Implement this Strategy  National Junior Netball Programme  National Social Netball Programme  Auckland Strategy  Teenage Girls Retention Programme  Tertiary Partnerships

Achieving Sustained Growth

Growing Netball’s participation and membership so that it is sustainable is dependent on many factors, these include: managing programmes, competitions, Centres, accessible facilities, competitions, clear pathways for development, Netball’s affordability, programme development and access to resources. The capability of the paid workforce supporting operations and development is also imperative.

The projects associated with this growth strategy are focused on participant driven programmes aimed to increase participation and grow the membership. A number of the other contributing success factors for sustained growth are addressed in the other three strategies.

National Junior Netball Programme

More than 65,000 children play Netball every year, alongside the thousands of parents, coaches, officials and volunteers who assist and support our junior players. This is usually the players’ first involvement in Netball and these experiences shape their future participation. Junior Netball needs to be fun and provide opportunities for young people to play with their friends and learn new skills.

A new national junior Netball programme (launched as futureFERNS in 2015) was rolled out in 2014 with a skill development programme, modified games for Year 1 – 4 players (4 v 4 and 5 v 5) and new, targeted coaching workshops. The new junior Netball programme was researched, piloted and developed to provide the best-possible experience for young Netballers and a supportive and well-resourced environment for everyone involved in 26 delivering the game. futureFERNS aims to increase the number of young people playing Netball, while building a love for the game and developing valuable skills for the future.

Netball Centres are critical to the delivery of junior Netball by offering the futureFERNS programme and continuing to nurture positive relationships with primary schools. Centres are the endorsed providers of the programme and part of the strategy is to increase accessibility (and therefore players) and for Centres to offer the programme across multiple venues i.e. the Netball Centre, a local school or a recreational facility. This approach allows Centres to ensure a consistent, quality experience while increasing opportunities to play by localising the delivery.

The plan is for the programme to expand to include a School Ambassador programme, which will acknowledge the importance of having an ambassador within every school to promote and advocate for Netball. Relevant resources will be provided to schools to ensure consistent delivery of the new programme.

Tapping into past players and supporters is one way Centres can gather additional resources and engage more families in the programme and Netball as a whole. The introduction of a member management system will be of huge benefit in the future.

National Social Netball Programme

As a sport, Netball needs to be offered in a more informal way, which meets the needs of the participant. A national branded social Netball programme is a key strategy to growing Netball’s membership base and supporting Centres to attract new social players. Fitness is a key motivator for participation and so the intention is to create a programme which promotes and supports fitness, as well as the social benefits of Netball. It will target both females and males and provide an easy pathway for those who want to return to Netball or participate in the sport in a more informal and flexible way.

This programme will sit alongside the Netball Centres’ current social Netball competitions based on the traditional game (which is still an important part of what a Centre offers). Many Centres are now considering how these competitions can be made more attractive to teenagers and younger adults interested in participating socially, by changing the time of year they are offered, the length of season, adjusting the format and how they are marketed.

The programme will be researched, piloted and developed before being offered initially to Netball Centres across the country. A national branded social Netball programme could also be offered more widely to increase the accessibility to Netball through formalised partnerships and agreements. This will require NNZ to review its current definition of affiliated membership to ensure all Netball participants are considered part of the wider Netball system.

Auckland Strategy

Auckland hosts a third of New Zealand’s population, is growing rapidly and is the most ethnically diverse city in the country. There are a number of challenges unique to Auckland, for example: access to facilities, traffic congestion, and a greater range of recreational options. Netball Northern has the lowest penetration rate for membership, which means Netball is not meeting the needs of the participant.

The intention is to develop a strategy for Auckland which mirrors the WON Plan and looks to grow membership in line with population as well as capitalise on the large player base to support and develop players, coaches and officials more effectively. This will be supported by a stronger player welfare strategy which is paramount for the Northern Zone. Specific

27 population segments targeted as part of this strategy could be Asian girls, due to the large population base and lower participation rates than for other ethnicities in this region.

Teenage Girls Retention and Attraction Programme

Netball remains strong and well established within the secondary-school environment. However, in Netball, as in many sports, there is a drop off from junior Netball numbers as the children reach secondary-school age. Coaches are particularly important within the school environment and have an impact on the quality of the competitions, as well as on the number of teams who can engage in Netball within a school. Attracting and retaining coaches and better supporting and empowering student coaches will be key to teenagers staying involved in the sport.

To grow participation, focusing on those who have low or minimal engagement in particular, there is a need for a Netball programme that reflects what teenagers want from sport. Fitness and social interaction are key motivators for this age group, so the intention is to build a new targeted Netball programme which is beyond the boundaries of traditional Netball. Keeping Netball as affordable as possible is also essential, particularly given our current strength in low-decile schools.

Tertiary Partnerships

Tertiary institutions play a key role in the lives of a number of young people and keeping them involved in the game is important to the long-term health of Netball. Young people will become the coaches, officials and volunteers of the future. When young people leave school or travel to new areas for work or study, they face new challenges and this can result in reduced participation in sport.

One of Netball’s key advantages in New Zealand is its profile. Large numbers of young adults have been exposed to and played the game at some point so are more likely to return to Netball, particularly as part of a national social Netball programme. The opportunity exists to support young adults to remain a part of the Netball system, especially if the tertiary institutions are linked to local Netball Centres, which in turn provide programmes and competitions as well as coach and umpire development support. Competitions could be held at tertiary institutes and/or links made to what Centres and clubs offer. Key factors for young adults are ease of accessibility, low-cost options and social interaction.

Tertiary institutions are located across New Zealand and positive relationships within each Zone could have multiple benefits for Netball. These relationships could provide work placements, scholarships, access to the latest research or specialist support, and commercial partnering.

28

7.2 WIN - We Win, and Are the Best in World Netball

Outcomes Strategies KPIs Measure Target

WIN – We win, Grow our pool of  World Cup and  International  Gold medals and are the talented players Commonwealth results  No. 1 world best in World and coaches, Games results  INF world ranking ranking Netball performing and  Silver Ferns' system winning world ranking  ANZ consistently at  ANZ Championship elite level Championship results titles and winning rate 

Projects to Implement This Strategy

 National Player Development Plan  High Performance Coach Development Programme  Netball’s National High Performance Strategy and System  Performance Coach Development Programme  National High Performance Centre for Netball

National Player Development Plan

The 2014 review which led to the formation of the National Player Development Plan concluded that Netball organisations need to address a number of issues, if we are to develop and retain talented players in our system. These included:  There is a lack of an overall national strategy, as well as any policies or guidelines on player development.  There is no alignment and integration between the key organisations for player development.  The focus of player development should be geared primarily towards mid to late teens.  The High Performance Plan (2012 – 2019) focused on identifying and developing future Silver Ferns while overlooking preparing players for ANZ Championship teams. We need to concentrate on the development of these high performance teams and squads with a nationally consistent approach.  There is a fundamental gap in the competition structure, which focuses on tournaments as opposed to longitudinal competitions.  Making the most of talent available, particularly in the greater Auckland area.

29

Taking a player-centred approach is central to the National Player Development Plan in order to move from the current situation of under-supply of talent to the elite level, to a situation of over-supply:

Clarity on pathway

Competitions PLAYERS Commitment

Coaching

To address the above issues, the following strategies were recommended:

1. Create a player development responsibility framework – Clarification and alignment of the roles and responsibilities of each organisational level with regard to player development, including NNZ regulations, guidelines and policies. 2. Address the competition structure void – Address the gap in the competitions structure between ANZ Championship and secondary-school level, by introducing campaign based competition/s, with a player development purpose (addressed in initiative 2.1 – National Competition Review). 3. Design and promote player pathway profiles and collateral – Ensure all players know where they are and where they can go in the pathway; that they know what they need to be able to do at each level to progress to the next one and how they can improve and develop. 4. Rejuvenate coaching – Reconsider coach development programmes/education and pathways, to produce outstanding coaches and retain them. 5. Transition Auckland stakeholders from ‘many pages to one page’ – Develop a specific strategy to deal with challenges faced in the Auckland environment and bring organisational cohesion to Netball in regard to player development. 6. Embrace all New Zealanders

High Performance Coach Development Programme

The 2014 review on the status of Netball’s high performance coach development, and the existing coaches in our system, revealed some hard-hitting conclusions in terms of the urgent need to reinvigorate the development of our high performance coaches.

The NNZ high performance environment requires a core ideology to provide a strong sense of identity and a thread of continuity that holds the coaching community together in the face of change and challenge. Last year’s review concluded that we had a strong base of talent, but were not providing the necessary development and support for these coaches to reach their full potential. Subsequently an upgraded High Performance Coach Development Programme has been developed and launched for up to 15 coaches in our system, and includes:

30

1. Learning and development – Develop a high performance coaching framework. 2. Coach leadership – Introduce a NNZ high performance coach leadership development programme. 3. Performance coach – All NNZ high performance coaches to receive expert support from identified providers. 4. Develop high performance coaching systems and structures.

Maintaining sustained investment in this programme is required, along with ensuring it is dynamic for current and future participants.

Netball’s National High Performance Strategy and System

The 2014 review identified the need for an integrated high performance system that has a consistency in the quality of programme at national and Zone level, and delivers outcomes which will require NNZ and the five Zones to work together in a wholly integrated way in the following areas:  Athlete identification, selection and contracting  Athlete development and succession for key positions  Athlete availability  Programme development and delivery  Programme content, benchmarks and support services provision  Coach appointment and development  Planning and monitoring for both athletes and coaches.

This project requires optimal high performance environments and programmes to be developed in each of the five Zones, consistent with the content, standards and targeted outcomes of NNZ’s national high performance and Silver Ferns’ programmes.

NNZ’s current High Performance Strategy (2012) needs to be redeveloped during 2015 and, following the Netball World Cup, refined to reflect the longer-term strategy through to 2023. The Silver Ferns’ national high performance programme then needs to be updated in line with this strategy.

To achieve this will require strong leadership from NNZ, development of common systems and environments, monitoring and agreement between NNZ and the Zones. The Zones’ high performance programmes need to be further developed and kept consistent with the national programme with the first priority being to support and develop the players and teams in the ANZ Championship.

Performance Coach Development Programme

The link from community coach to high performance coach is through the Performance Coach Development programme. This coaching initiative has been designed to develop coaching talent who are moving into the performance space. This is a targeted programme with a series of formal advanced modules for coaches to attend, as well as a number of informal opportunities, mentoring and the completion of a development plan. The programme is part of the National Coach Development Framework and aligned to the intentions of the National Player Development Plan.

National High Performance Centre for Netball

Both the Silver Ferns’ and the national high performance programme do not currently have a ‘home’.

31

Ideally, we need a customised Netball training facility – including courts, technology, performance analysis, equipment and areas in which to store gear – together with specialist sport services and on-site accommodation.

Such a facility would provide an enhanced training environment for our national high performance programme, for teams from visiting nations and for the home team in the ANZ Championship. This would enable:  Best practice in training and programme delivery, both on and off the court  Optimal time and timing for the programme – preferential availability of court time  A focus and capacity for innovation  Enhanced efficiency with all facilities, equipment and staff on one site  Reduction in costs – transport etc.

This facility could be used by:  NNZ’s national high performance programme participants and the Silver Ferns  National Player Development Squads and National Age Group Squads  Visiting national teams and development teams from overseas  High performance coach and umpire development squads  ANZ Championship home team – training base  ANZ Championship teams – training camps.

7.3 CONNECT - More People in New Zealand Connect with Netball

Strategies Strategies KPIs Measure Target

CONNECT – More Grow New  Number of New  Fan research  At least 50% all people in New Zealanders’ Zealanders who tracking New Zealanders Zealand connect connection with follow Netball  Brand strength follow Netball with Netball and passion for  Strength of tracking  Grow brand Netball Netball brands strength – Netball, Silver Ferns and futureFERNS

Projects to Implement this Strategy

 National Competition Review  Brand and promote Netball  Quality competitions blueprint  International competitions development  Build and celebrate Netball’s heritage

National Competition Review

Well-delivered and unique Netball experiences help build a passion and love for the game. Local and international events at all levels of competition engage fans and supporters in the emotion of the sport and provide content for viewership, through traditional television broadcasts, the Internet and mobile platforms.

Netball events should be aligned with the national pathway for development – for all participants. The structure of national age-group competitions and relevance of the U23 competition has been questioned, as well as the purpose of the national championships. With the formation of the Zones, there is an opportunity to develop Zone competitions and ensure a clear pathway from Centres through Zones, to our premier national competitions.

32

The National Player Development Plan identified a gap in our competition pathway in that we currently do not have a suitable competition to develop player talent to feed into the ANZ Championship. This has resulted in a lack of preparation for the TTNL as well as the loss of talented players from our sport. Therefore, the development of a ‘feeder Netball league’ should be evaluated.

Sustainable competitions, great event experiences, as well as a well-structured and well- thought-out annual calendar that works for participants, administrators and commercial partners mean we need to look at the impact on the whole of our sport if changes are being considered. The National Competition Review will address these opportunities and make recommendations for the future.

Trans-Tasman Netball League (TTNL) - ANZ Championship

The introduction of the trans-Tasman Netball League (TTNL) in 2008 with our joint-venture partner Netball Australia, known as the ANZ Championship, was a game-changer for our sport, not only in New Zealand and Australia but also around the world. Since its inception, the ANZ Championship has developed as the world’s most competitive and high-profile Netball league and offers guest players from around the world the opportunity to participate.

While significant value has been created by the league for the sport in New Zealand, our five national franchise teams have been challenged with sustainability and lacked the ability to invest back into their programmes. As a result, our teams have largely performed below that of the Australian teams. It is an opportune time in the league’s ‘cycle’ to consider how we work to develop this championship for the future.

Brand and Promote Netball

Netball’s profile in New Zealand has remained strong, largely due to high participation levels, a knowledgeable broadcast audience and level of media coverage of the game in communities throughout New Zealand, the ANZ Championship and the profile of the Silver Ferns. Continuing to work and build relationships with key media is important to ensure Netball coverage and stories are maintained across all media channels, enabling New Zealanders to retain and grow their connection with Netball and love of the game.

Building a brand is much more than just a logo: it is the sum of many small things we do, including our tone of voice, images, promotions, how we behave and how well we deliver the everyday game.

To keep Netball’s brand strong we need to project a strong, co-ordinated and consistent brand positioning for Netball at each level of the game. This positioning must reflect the importance of Netball in the national psyche and the passion of many of the participants and the Netball community in general.

This will take Netball from where it is today to where it needs to be, bringing the new brand to life through successful campaigns, communications and digital channels.

Netball: We live this game

Netball as a sports-code brand is highly regarded, although in a traditional and relatively conservative way. This positioning has been stable since tracking began in 2008 and there are clear spikes in profile and interest when New Zealand teams win, e.g. the Silver Ferns winning a Gold medal at the 2010 Commonwealth Games and Waikato Bay of Plenty Magic winning the ANZ Championship in 2012. As we develop new Netball offerings, the branding and positioning needs to reinforce our overall brand positioning and brand values for Netball, to clearly reflect the relevance of Netball in New Zealand.

33

During 2014 the brand positioning for the WON Plan was created. We live this game was deliberately constructed to reflect:

 The importance of Netball in the national psyche  The passion of many of the participants and the Netball community in general.

This expresses the commitment of the organisation that supports, encourages and guides 350,000+ players. It is a statement to encapsulate the entire Netball community in New Zealand, from grassroots players, coaches, umpires and officials to Netball Centres, Netball Zones and NNZ.

We live this game is more than just a catchphrase: it is the brand positioning that builds on Netball’s relevance and impact on everyday life in New Zealand; the commitment, dedication and passion of Netball fans and those who work in Netball, the impact the game has on the lives of many young women, and the varied and inspirational events and experiences delivered weekly throughout the Netball season.

We live this game sums up the impact Netball has on communities throughout the country and the thousands of volunteers who work to support its delivery.

NNZ will work with Zones and Centres to bring we live this game to life, incorporating the positioning in all our marketing materials to reflect Netball as an integrated and complete sport in New Zealand.

Silver Ferns

The Silver Ferns are the second strongest sports team brand in New Zealand behind rugby’s All Blacks. Again, the Silver Ferns’ brand positioning has been relatively stable, with greater interest and following during the time of international competitions like the Commonwealth Games and the Netball World Cup.

Zone and Franchise Brands

The Zones have new organisation identities and five team brands of varying strength, driven both by the performance of their teams and the connection of their communities with Netball and their teams so far. It is important to acknowledge that it takes time to build a successful brand, and our franchise team brands are relatively young, compared to team brands that have existed much longer in other codes. futureFERNS

NNZ has confirmed the brand name of the new junior programme as futureFERNS and is building the marketing plan around this programme, focusing its brand positioning on ‘aim high’. Equally important to its brand is how well the programme is run at Centre level and whether it delivers on what is promised.

Digital Strategy

With the development of digital technology and the growth of social media, there has been a significant change in consumption habits of both sport and sports news. There are now many ways of reaching and connecting with Netball’s audience, each offering different types of content.

We need to communicate with Netball’s audience through a range of digital channels including NNZ’s website, and social channels including Facebook, YouTube, Twitter, Instagram and electronic newsletters. The role of the different channels, the audiences they 34 reach and what content suits which channel needs to be carefully monitored if we are to continue our current rapid uptake in connections via these channels.

To maximise the opportunity presented by digital technology and continue to reach and grow our audience, we need to have a national digital strategy, and, where appropriate, have an integrated technology platform to enable this with Netball-specific applications. The development of the digital commercial strategy should be developed alongside, to enable Netball to monetise content.

Quality Competitions Blueprint

So much of what happens in Netball hinges on the quality of delivery by Netball Centres throughout the season. Attending, training and competing in local Netball competitions shapes participants and their families’ views of Netball from day one and builds the reputation of the Centre. Young talented players are identified at this level and provided with opportunities for development and involvement in further competitions, events and tournaments.

Ensuring that events and competitions are run to a consistently high standard is one of the most important things Netball organisations can do to make sure everyone loves the game. This includes ensuring positive side-line behaviour, a place where NetballSmart7 is promoted and encouraged, and the Centres are well presented with vital amenities e.g. shelter, children’s play area, canteen/café for supporters and spectators. Some excellent events and competitions are held and it is important to share the best practice amongst the Centres and Zones to build our capability across the country.

International Competitions Development

Exciting and positive experiences at Silver Ferns’ test matches will be further enhanced by the competitiveness of Netball on court and also the development of a regular international competition within an established and long term international calendar.

NNZ has recently concluded three years of hosting rights for the FAST5 Netball World Series, culminating in a very successful final round. Consideration is required as to where FAST5 fits in our international calendar going forward, and within NNZ’s portfolio of international events.

Build and Celebrate Netball’s Heritage

Building our traditions, preserving our heritage and emphasising our core values create a legacy to pass on to future generations. At all levels, these all contribute to building the brand and mana of Netball.

Traditions and heritage for Netball can be developed through:

 Awards and recognition of people who contribute to Netball and achieve at all levels  Celebrations  Team rites  Team and athlete history  Archiving of heritage – physical items, stories and history  Greater connection, promotion and engagement of Netball’s alumni with current players, supporters and fans.

While there are many existing traditions, a developing heritage and strong value, it is imperative we continue to invest in this project at a national level for the wider benefit of the

7 NetballSmart: ACC and NNZ have also developed several resources for coaches, players and umpires that are designed to help enhance performance and reduce injury. 35 sport. It is anticipated that the framework from this initiative can be overlaid at each level of the game.

Feeling a sense of connection to current and past international players and the Silver Ferns brand also plays a factor in people’s passion for Netball and engagement with the game. At a community level, this sense of connection must be nurtured and new ways found to make past and present players more visible and accessible, either directly or through greater use of social media, and to market the Silver Ferns brand more actively.

7.4 SUSTAIN - A Strong and Sustainable Netball Delivery System

Outcomes Strategies KPIs Measure Target

SUSTAIN – A strong Develop a strong Centres, Zones Audited Financial All organisations and sustainable and sustainable and NNZ’s Statements achieve surpluses Netball delivery system for Netball financial system delivery performance throughout New Zealand

Projects to Implement this Strategy

 National commercial and funding strategy and framework  National member management system  Zone organisation development  National coaching and officials development, and online learning portal for Netball  Netball development and delivery structure  Netball Centre capability development  Targeted advocacy and public relations strategy  Regional facility strategies

National Commercial and Funding Strategy and Framework

Netball is an important sport for New Zealanders and represents a desirable proposition for current and potential commercial partners. The commercial value that Netball can generate links to its properties – events, teams and programme categories – which create ‘inventory’ that can be sold to commercial partners.

A review of national, Zone and Centre inventory will identify current and potential commercial value based on our current categories and properties. Additional properties linked to new events and programmes need to be developed alongside the assessment of their commercial potential. Consideration should be given as to whether it makes sense to have a ‘national partner’ who has rights nationally, at Zone and Centre level, as more value can be generated for the sport through one multi-level national partnership, rather than by means of individual partnerships.

The commercial strategy then needs to be translated into action through a national commercial and funding framework; that would clarify the process by which commercial partners for national properties are secured and managed.

Netball’s outcomes will overlap with numerous other potential partners including gaming and community trusts, local and central government organisations, such as Sport NZ, ACC, DHBs, other government ministries and local community partners. A funding framework must focus on developing positive partnerships with identified funders to increase investment into the community game.

National Member Management System

36

The development of online infrastructure to support participants and administrators of Netball is essential for the future of Netball in New Zealand. This is a key tool in creating greater connections with our members, volunteers and supporters. As a sport, it is important that we collectively engage with our membership, while, at the same time, provide the opportunity for our members to engage with the sport effectively and efficiently.

The aim of this project is to create a national member management system for Netball, which includes details of all participants and volunteers, as well as to provide an effective online administration tool for Netball at each level of the game.

The scope of this project will be determined in partnership with key future users and managers of the information, namely players, clubs/schools, Centres, Zones and NNZ. To be successful this project will need to add value and ease the administrative load by finding more efficient ways to manage the sport.

An extension of this project will be the engagement with Netball’s fans and supporters to further build the profile of the game and provide opportunities to connect with Netball’s current and future fans effectively.

Zone Organisation Development

The Zone structure is just over two years old, and the respective organisations are developing. Ongoing growth in revenues is required, both from commercial and funding partners, if the Zones are to become self-sustaining. Further development of shared services from NNZ, together with establishing capability of each Zone and their people resources in community Netball, high performance and commercial areas, will enable the Zones to deliver greater value to their members.

National Coaching and Officials Development and Online Learning Portal for Netball

Retaining quality people in Netball and ensuring the ongoing development of our coaches, umpires and bench officials in national programmes remain priorities for the sport. The specific coach and official development priorities are identified throughout this plan and there will be ongoing investment into the national frameworks for each aspect of the game and the development of formal and informal opportunities.

The implementation of an online learning portal for Netball will provide an effective support tool for coach, umpire and player development frameworks. Attending development workshops, courses and seminars will remain an important part of the game and accessing information online or completing entire modules online will provide increased opportunities to learn and support development, particularly for those from more remote Centres.

Netball Development and Delivery Structure

A 2014 review led to the development of the Netball Development Delivery Plan, which includes recommendations to support the creation of ‘one Netball system’ to ensure delivery of the game is effective. The recommendations of this review will roll out in 2015 and 2016, with ongoing support and development thereafter.

The Netball development officer network recommendations are as follows:  Clear and agreed roles and responsibilities for Centres (large and small), Zones and NNZ for the delivery and development of the game  Consistent roles and position descriptions for all staff within the development officer network

37

 Formalised training and professional development opportunities and support for the development officer network  A consistent development framework for Netball, which encompasses all aspects of the sport and acknowledges that people participate in many different ways and at different levels but are all part of the overall system.

There are currently a number of development frameworks which exist for different areas of Netball. An example of the proposed Netball Development Framework is detailed below. This approach reflects the principle of the ‘one Netball system’ approach, as a circle is not a circle if a segment is missing. The circle has the participant at the centre and represents the importance and the connections within all aspects of the game.

Netball Development Framework

Netball Centre Capability Development

Netball Centres are the heart of community Netball, and Centres delivering great Netball experiences in their local area is critical to our game. The implementation of the Zone structure devolved greater responsibility to Centres and in some instances this has led to increased pressure on their operation, particularly their voluntary workforce involved.

Enhancing and supporting capability at Centre level is a priority and crucial to the overall success of community Netball. Investment in the creation of a Centre development tool to identify and build capability in identified areas will support this. This tool will build on the existing tools developed by Sport NZ and will provide appropriate templates and resources to support Centre capability.

The advancement of mutually beneficial partnerships between Zones and Centres will be a critical success factor. Centres are the ‘shop-front’ of our sport and we want every player, coach, official, administrator or supporter to have a great experience in our game, as this builds a lifelong love of Netball.

38

Targeted Advocacy and Public Relations Strategy

It is important that a strong network of advocates within influential positions is developed to provide more effective support for Netball. Traditionally, Netball administrators, committee and Board members have just ‘got on and done it’, sometimes with little external assistance. We need to be more effective at leveraging partners and increasing investment into the sport, consistent with our relative size and impact. Ensuring we have the right connections with key decision-makers who understand Netball’s value proposition and that we work at the right level of partner organisations will help us be more effective as a sport.

A consistent message on Netball’s proposition and value for partners due to Netball’s participation, audience, commercial properties, outcomes and capability needs to be communicated consistently throughout New Zealand.

Regional Facility Strategies

A national facilities strategy has been established for Netball; this provides a framework for the development of Netball facilities in New Zealand at a regional and local level. Providing and gaining affordable access to a sufficient number of venues and ensuring they are of the appropriate quality is critical to achieving the necessary outcomes for our sport.

New Zealand’s population is growing and changing but this is not consistent across the country. Some areas are static or declining, while others are experiencing considerable growth. The most significant areas for change and demand for facility provision are Auckland and Christchurch.

39

8 Whole of Netball Plan Implementation

8.1 Project Implementation - Five-Year Outcomes

The table below summarises how it is envisaged the projects will be phased for implementation over the next five years. Projects in ‘bold’ are the ten prioritised projects for 2015 and 2016.

Outcomes Projects – whole of sport 2015 2016 2017 2018 2019

GROW National junior Netball Continue phase 1 roll out Phase 2 of the roll-out Continue roll-out of programme (Year 1 - 4) begins (Year 5 -8) phase 2 Ongoing support Ongoing support Pilot phase 2 (Year 5 - 8) Roll out Netball in programme and Netball in schools project Ongoing support Ongoing support Ongoing support schools project

National social Netball Programme developed and Pilot a new social Netball Roll out national Target other programme ready for pilot programme programmes in targeted channels to Centres market

Auckland strategy Develop the scope and Develop the strategy Implement Implement Implement resource the strategy and targeted initiatives development Teenage girls retention and Develop a new Pilot a new programme Roll out national attraction programme programme targeted at targeted at teenage girls programme in teenage girls targeted Centres

Tertiary partnerships Zones develop partnership New opportunities for New opportunities for New opportunities New opportunities tertiary students tertiary students for tertiary for tertiary students students CONNECT National Competitions Complete the review and Onset of implementation Implementation of Monitor Monitor Review prepare for implementation of changes changes

Brand and promote Netball Netball brand positioning Integrate into Implement launched and collateral communication

released channels and marketing programmes

Develop digital strategy Implement Implement Implement Implement

40

Outcomes Projects – whole of sport 2015 2016 2017 2018 2019

Quality competitions Produce best-practice Seminars across NZ blueprint competition and event sharing good practice guide and upskilling Implement Centres/Zones review changes to competition programme competition programme

International competition Development of international Implement Implement development event options

Determine the future of FAST5 Build and celebrate Netball’s Scope digital archiving Commence digital Digital archiving NNZ physical 95th celebration of heritage including stocktake and gap archiving - Silver Ferns archive Netball in NZ analysis

Netball Awards night Netball Awards Netball Awards night Netball Awards night Netball Awards night night WIN National Player Player profiles and collateral Develop policy and Monitoring performance Monitoring Monitoring Development Plan developed regulations performance performance Zone and Centre programmes Implement a Zone-led developed player development programme High Performance Coach Implement programme Monitor/review Monitor/review Monitor/review Monitor/review Development Programme Netball’s National High Develop the strategy and plan Align Silver Ferns and Implementation Monitor/review Monitor/review Performance Strategy and Zone HP systems and system (including the Silver Determine changes required programme Ferns programme) in the system for implementation

Performance Coach Complete development Ongoing development/ Ongoing development/ Ongoing Ongoing Development programme implementation implementation development/ development/ implementation implementation

National high performance Scoping Project Project centre for Netball development development

41

Outcomes Projects – whole of sport 2015 2016 2017 2018 2019

SUSTAIN National commercial Develop the national Implement Implement Implement implement funding strategy and commercial and funding framework strategy and framework

National member Scope Development National roll-out Full operation Monitor management system RFP Partner confirmed Phase 1 roll-out – pilot Implement new Implement new Implement new structures structures structures Zone organisation Develop partnership and Implement Implement Implement Implement development shared services agreement National coaching and Launch portal and ongoing Ongoing development Review programmes Implement Implement officials framework and development online learning portal Netball development and Coach development roles Development officer Ongoing support and Ongoing support Ongoing support delivery structure embedded in Zones network enhanced development and development and development

Umpire development in Zones Centre capability Complete the Roll out Centre Ongoing Ongoing development development and pilot development tool development development the Centre development tool Targeted advocacy and Develop key relationships Implement Implement Implement Implement public relations Regional facility strategies Develop wider Christchurch Strategy development Strategy development Strategy Strategy strategy as required as required development as development as Implement strategies Implement strategies required required Implement Implement strategies strategies

42

8.2 Roles in Delivering Projects 2015 - 2019

The table below provides clarity on the roles of Centres, Zones and NNZ in implementing the WON Plan’s projects in 2015 - 2019.

Grow Centre Zone NNZ National Junior Deliver the junior Netball Co-ordination programme Develop national junior Netball Programme programme delivery and coach and programme – resources umpire development development

National Social Deliver national programme Co-ordinate roll-out across Develop national social Netball Programme the Zone programme and brand Increase opportunities to play social Netball

Auckland Strategy Auckland Centres to input Jointly lead the Jointly lead the into the development development of the strategy development of the strategy

Teenage Girls Deliver targeted Co-ordination programme Develop national Retention and progammes delivery and coach and programme Attraction Programme umpire development Develop targeted coach and umpire development resources

Tertiary Partnerships Larger Centres to work with Lead on the development Zones to build a relationship of partnerships within each with targeted institutions Zone

Win Centre Zone NNZ National Player In line with plan, support Zone-wide co-ordination of Lead the development of Development Plan player development within player development and roles and responsibilities Centre or Centre cluster implementation of the framework and programme national plan resources

High Performance Support identified coaches Support identified coaches Develop the programme Coach Development within Centres within Zones and identify coaches in Programme partnership with HPSNZ

Netball’s National Identify and nurture talent Support Silver Ferns within Develop strategy and Silver High Performance ANZ Championship Ferns campaign Strategy and System Centre player development environment in line with IPPs programmes (including the Silver programmes Ferns’ programmes) Input into the strategy Design and develop the development and partner national and Zone system so with NNZ to deliver alongside the strategy can be Zones implemented

Performance Coach Support performance Identify and support Development of overall Development coaches through coaching performance coaches award and delivery of core Programme opportunities within Zone workshops

National High Scope and lead Performance Centre development of project for Netball

Connect Centre Zone NNZ

National Competition Input into competition Input into competition Lead the competition review Review review consultation review consultation process Input into ongoing Lead the development of development of ANZ the ANZ Championship in Championship partnership with Australia

Brand and Promote Use of brand throughout Use of brand throughout Development of a brand for Netball Centres and implementation Zones and implement digital Netball and supporting of digital strategy to support strategy national digital strategy Support Centres to implement

43

Quality Competitions Deliver events using the Support events run across Development of blueprint Blueprint blueprint Zones International Work with international Competitions partners to develop long Development term competition calendar and events

Build and Celebrate Celebrate and promote Build legacy programme Develop a legacy plan for Netball’s Heritage legends at local level and across Zones Netball and celebrate and actively engage alumni promote national legends Celebrate and promote legends at Zone level

Connect Centre Zone NNZ

National Commercial Feed into and support Feed into and support Develop the national and Funding Strategy development and development and funding framework and Framework implementation of implementation of framework framework

National Database Centre management of Zone-wide management of Leadership and scope of and Member national system and national system national database project Management System effective engagement with users

Zone Organisation Support / share knowledge Review of capability Support in assessing Development with Zones capability Meet obligations of the shared services agreement Develop Shared Services Meet obligations of shared services agreement

National Coaching Provide opportunities for Lead the delivery across National programmes for and Officials coach, umpire and official Zones coach, umpire and official Development and development within Centres development Online Learning Portal and promote and engage Incorporate e-learning for Netball with e-learning portal opportunities into game Development of online development planning learning portal and ongoing content development

Netball Development Larger centres to Implement Implement delivery structure Develop overall plan for and Delivery Structure delivery recommendations recommendations across ideal Netball delivery in line with national plan Zones structure

Netball Centre Ongoing capability Lead the capability Develop national tool and Capability development within own development across the associated resources Development Centres and across clusters Zones in partnerships with RSTs

Targeted Advocacy Input into strategy and lead Input into strategy and lead Development of targeted and Public Relations Centre advocacy Zone advocacy strategy and national Strategy advocacy

Regional Facility Input into regional strategy Lead the development of Support development of Strategies the strategy strategy

44