2012 Annual Report - Softball Australia
2012 Annual Report - Softball Australia
2012 Annual Report - Softball Australia
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Strategic Plan<br />
<strong>Softball</strong> <strong>Australia</strong>’s Strategic Plan<br />
Purpose<br />
<strong>Softball</strong> <strong>Australia</strong>'s purpose is to:<br />
• be the dynamic and innovative leader of <strong>Softball</strong> in<br />
<strong>Australia</strong><br />
• engage, support and inform all <strong>Softball</strong><br />
stakeholders<br />
• raise the profile, standing of, and participation in<br />
<strong>Softball</strong><br />
• support and deliver quality competitive and<br />
recreational <strong>Softball</strong> opportunities locally,<br />
nationally and internationally<br />
Vision<br />
We will be the world’s number one <strong>Softball</strong> nation,<br />
providing exciting competitive and recreational<br />
opportunities to a rapidly expanding and diverse<br />
membership and to communities across <strong>Australia</strong>.<br />
Values<br />
• collaborative & cooperative<br />
• supportive & responsive<br />
• inclusive & equitable<br />
• open & transparent<br />
• innovative & creative<br />
• flexible & dynamic<br />
• professional & respectful<br />
• proactive & enthusiastic<br />
• accountable & ethical<br />
• competitive & tenacious<br />
Strategic themes<br />
<strong>Softball</strong> <strong>Australia</strong> will achieve its purpose and vision by<br />
focusing on the following strategic themes that will<br />
underpin all our objectives and initiatives. We will:<br />
• build a vibrant, diverse, satisfied and growing<br />
membership, <strong>Softball</strong> community and other key<br />
stakeholders (our market)<br />
• adopt an innovative and integrated ‘whole of sport’<br />
approach to <strong>Softball</strong> (our product)<br />
• demonstrate governance and management<br />
leadership, excellence, accountability and good<br />
stewardship<br />
• deliver marketing and business development<br />
excellence (promotion, communication,<br />
information and commercial acumen)<br />
• provide quality people (staff, volunteers, players,<br />
coaches, officials), facilities, equipment, technology<br />
and other non-financial resources<br />
• establish a robust and sustainable financial base<br />
that enables us to invest in the future of <strong>Softball</strong><br />
Strategic objectives<br />
By 30 June 2014, we will achieve the following strategic<br />
objectives:<br />
• Membership of more than 60,000, with an annual<br />
growth rate of 10%<br />
• A high level of member awareness, engagement and<br />
satisfaction with the performance of <strong>Softball</strong><br />
<strong>Australia</strong> and their <strong>Softball</strong> experience<br />
• Significant growth in participation and take-up of<br />
<strong>Softball</strong> <strong>Australia</strong> and Member State activities,<br />
including competitions, social activities, and<br />
training, development and accreditation programs<br />
• A high level of positive awareness, recognition,<br />
understanding, support and engagement from<br />
funding-bodies, the media, general public, sponsors,<br />
commercial partners and other sporting bodies<br />
• Staff and volunteers who will be highly engaged,<br />
motivated, skilled, respected and service focused<br />
• An <strong>Australia</strong>-wide network of international,<br />
national and community facilities to enable us to<br />
deliver a great <strong>Softball</strong> experience<br />
• A portfolio of successful and viable competitions,<br />
programs and services<br />
• Up-to-date technology in place to assist with:<br />
• our knowledge and understanding of our<br />
stakeholders<br />
• efficient development and delivery of our<br />
programs, products and services<br />
SOFTBALL AUSTRALIA ANNUAL REPORT <strong>2012</strong> Page | 11
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