STRATEGY RE-FOCUS

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STRATEGY RE-FOCUS
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Our aspiration
To be a leading sport on and off the diamond.
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What does that mean?

• More
• Players, coaches, umpires, scorers, other
  volunteers
• Better
• Softball experiences - incl competitions/tournamen
  ts
• Player development
• Competitions
• Facilities
• Results internationally
• Improved
• Alignment and cooperation
• Brand and profile for the game
• Organisational performance clubs, associations,
  SNZ

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Why?

• Because
• We have a great game and we want people to play
  softball because it offers great value for
  example
• Can be played in an hour or two.
• It can be modified for kids and others
• You can play internationally
• You can get an education from it
• You can represent your country
• You can play with your mates or your family
• People of all abilities can play
• Its game of action
• Its challenging and fun
• Theres a variety of tournaments and competitions
• ETC

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So, what stops us from being a leading sport now?

• In some areas we are doing well
• In others we havent responded to the changes
  that are occurring in the environment around us

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Change is inevitable.Progress is optional.
Our challenge
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Challenges
1 Scale
SNZ
23 Associations
? Clubs
30,000 players? / ? volunteers
4,000,000 New Zealanders
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Challenges
2 Resources
Resource Supply
Financial
People
Information
Support
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Challenges
3 Image
EXTERNAL VIEW
INTERNAL VIEW
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Challenges
4 Change
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Strategic aspects
Game development
High Performance
Delivery of local softball
Capable organisations and people
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Priority focus local softball
To grow the game by building a high quality
delivery system that is nationally-supported and
locally implemented.
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The softball delivery system
volunteers
goodwill
players
partnerships
organisations
money
game
knowledge
information
leadership
ownership
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So that we can achieve

• Players
• Better recruitment and retention at all ages and
  stages of participation
• Volunteers
• Better recruitment and retention of volunteer
  coaches, umpires, scorers and administrators
• Clubs, associations, head office
• Improved capability and capacity
• Better alignment and coordination towards common
  goals
• High performance
• Improved talent identification and development
• Consistent top eight finishes in key world events

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Measured by
PLAYERS Increase in number of players as
measured in association annual returnsVOLUNTEERS
Establish benchmark numbers of
volunteers.Increase in number of active
volunteers.CLUBS/ASSOCIATIONS/SNZ SNZ and
larger associations complete ODT and implement
organisational improvement plans. HIGH
PERFORMANCE Development of talent identification
and development plans incorporating association
high performance planning.Results at key events.
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So, how do we do this?
A game of singles, not home runs.
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A framework for action
GROW SUSTAIN SUSTAIN EXCEL
PLAYER DEVELOPMENT
VOLUNTEER DEVELOPMENT
GAME DEVELOPMENT
ORGANISATION DEVELOPMENT
On the diamond
Off the diamond
Local Softball Strategy
Talent ID Development
High Performance
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Framework
PERFORM Talent Development White/Black
Sox Junior Sox Succession planning International
competition Highly capable people and
organisations
RECRUIT/GROW Players and volunteers Young
people Schools/clubs linking Game
formats Competition types Events Profile and
image Healthy clubs/associations
GROW SUSTAIN SUSTAIN EXCEL
PLAYER DEVELOPMENT
VOLUNTEER DEVELOPMENT
GAME DEVELOPMENT
ORGANISATION DEVELOPMENT
QUALITY/RETAIN/IMPROVE Experiences Coaching Organ
isation Facilities Competition
structures Development pathway Talent
ID Alignment and partnerships
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SNZs role
Leadership (influence and support)
SNZ
expertise
resources
partnerships
money
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Nationally supported, locally implemented
SNZ
expertise
resources
partnerships
money
Capable associations
RGDO
RGDO
RGDO
RGDO
A
A
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A
A
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A
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CLUBS/SCHOOLS/OTHER PROVIDERS
EXISTING / POTENTIAL PARTICIPANTS and VOLUNTEERS