NSW ONE Baseball Strategic Plan

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Jolanta Kamińska
6 lat temu
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1 NSW ONE Baseball Strategic Plan

2 AGENDA Ø Ø Ø Ø Ø Ø Ø BNSW CHAIRMAN INTRODUCTION Ray Vercoe BNSW President ONE BASEBALL UPDATE Mark Marino BNSW CEO SUMMARY of STRATEGIC OBJECTIVES (3 year plan) Mark Marino BNSW CEO SPORTS MANAGEMENT SYSTEMS Les Fremder IMPLEMENTING the STRATEGIC PRIORITIES Mark Marino BNSW CEO Q&A REFRESHMENTS

3 ONE BASEBALL UPDATE The past 18 months have seen Baseball NSW and the Sydney Blue Sox working towards an integrated organisation within our existing Strategic Plan. We are now starting to see the benefit of this union which will be representative of our ONE Baseball model we believe will support the continued growth of baseball in NSW

4 BNSW have enjoyed a number of positive results from the early stages of integration to date: o The 2014 MLB Opening Series hosted in Sydney o Integrated BNSW & SBS Board representation o BNSW s Pathway Strategy Expanded coaching resources including SBS coaching staff Participation of 120 kids through the Super Series LL, JL, SL The Cronulla Little League team 6 teams at the National Little League Championship 3 of the top 4 finishers 10 U12 Australian Representatives 4 National Champion Teams

5 Initiatives School clinic rollout Free association based Blue Sox clinics National Little League Champions - Cronulla Larger HR resource to draw on Joint pitch for WBC & WBO qualifier to be hosted in Sydney Subsidised entry level coaching Blue Sox season membership for all U12 registrations

6 The synergy of these two organisations has seen an increase in awareness of the Blue Sox organisation amongst our younger players aspiring to play for the paramount NSW team in their sport. This ONE Baseball Strategic Plan has been jointly developed by the Board of Management of BNSW and the Advisory Board of the SBS

7 The context for this strategy has always been driven by 3 main tenets 1. Increase member engagement and participation 2. Improve the overall baseball experience 3. Improve the overall financial viability of our sport

8 Mission Statement To grow baseball as a sport in NSW

9 SUMMARY of STRATEGIC PRIORITIES 1. Commercialise and Professionalise the Organisation 2. Efficient Structure and Governance 3. Communication 4. Facilities 5. Delivering the Game 6. Culture

10 Commercialise & Professionalise the Organisation Develop new income sources outside of Capitation fees Invest in technology systems to support the running of the game Identify corporate partners that are mutually beneficial across BNSW & SBS Implement robust commercial practices

11 Efficient Structure & Governance Review BNSW & BA Constitutions Improve BA & ABL engagement with BNSW Integrated Organisation Formalise a functional MOU between BNSW & the ABL Unified Organisational Chart across BNSW & SBS

12 Communication Create an actionable media plan Increase our social profile Be an optimistic & desirable sporting brand Research our audience Survey results Engage with our stakeholders Better leverage our MLB relationship

13 Facilities Develop a structured approach to State & local government relationships Improve our current standard for International events Potential Spring Training facility Clean & Appealing Maintain an International standard facility for use by our members including our HP & Non HP programs

14 Delivering the Game Develop & Improve the pathways structure Expand our HP & Non HP participation & delivery Improve & extend our schools programs Develop efficient coaching accreditation Implement the best T-Ball program in Australia

15 Culture Engage & educate staff & volunteers Establish an Alumni group Evolve a collaborative culture with all stakeholders Promote family values & social benefit Highlight role models within the game

16 SUMMARY of STRATEGIC PRIORITIES 1. Commercialise and Professionalise the Organisation 2. Efficient Structure and Governance 3. Communication 4. Facilities 5. Delivering the Game 6. Culture

17 Q&A

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