2012 Annual Report - Softball Australia

Strategic Plan
• effective communication and the sharing of
information
• efficient management of the business of Softball
• Best practice governance and management across
all levels of the sport
• Current and relevant policies and regulations
• Quality marketing and business development to
support the promotion, development and delivery
of Softball across Australia
• Stable, viable and sustainable finances to support
the continued growth and development of Softball
Key initiatives in 2012/13
The following key initiatives are to be delivered over
the next 12 months in order for Softball Australia to
deliver on our strategic objectives.
Market – member value proposition
Community Participation
• establish baseline figures for various Softball
participation programs
• deliver several participation initiatives to achieve
over 10,000 participants
Membership
• increase Softball membership by 4% and convert
unaffiliated participants to members
• finalise MOUs with Australian Defence Force,
School Sport Australia, Australian University Sport,
Special Olympics and Masters programs
• develop the association and club performance
audit and recognition programs and implement the
first stage of a national community officiating
program
Organisational capacity – organisation value
proposition
High Performance
• Open Women's and U19 Men’s Teams to achieve a
top three finish at ISF World Championships
• Open Men's Team to achieve a gold medal at the
ISF World Championship
• deliver the Daily Training Environment (DTE)
programs in Member States
Technical
• finalise the National Facility audit, Facility
Management Guide and Softball Field Guidelines
• increase coaching and officiating accreditation by
5%
• Softball Community Coaching Program to build the
community coach workforce by 10% induction
courses nationally, targeting 500 participants
• complete National Events Review and develop a
three year implementation plan
Technology
• deliver the CRM System and implement the
Membership Database with all remaining Modules
to Members States, associations and clubs (as
required)
Internal business process – optimisation
Marketing and Business Development
• all Member State Constitutions aligned with
Softball Australia governance principles
• finalise the Membership Policy, new members and
participants categories and fees structure
• develop Corporate Marketing Plan and implement
promotional plans for Indigenous Softball Program,
Softball Batter Up, national teams and Softball
Community Coaching Program
• restructure Softball Australia’s Working
Committees and develop directors’ portfolios in
line with office management staff
Financial – shareholder value proposition
• achieve a budget surplus with a bank reserve and
maintain cash flow at a minimum $50,000
• implement an efficient and transparent financial
control system and reporting process that is
transparent, which includes a viable debt collection
procedure
SOFTBALL AUSTRALIA ANNUAL REPORT 2012 Page | 12