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BASEBALL
QUEENSLAND INC.
2008 – 2010 STRATEGIC PLAN
Contents
Page 3: Executive Summary
Page 3: Score Analysis
Page 5: Key Result Areas
Page 6: Our Vision
Page 7: Our Mission
Page 7: Our Values
Page 8: Our Journey
Page 9: Our Stakeholders
Page 10: Our Plan
Page 18: The Future
Strategic Plan 2008 – 2010
Page 2 of 19
Executive Summary
This Strategic Plan sets forth the Vision, Core Values, Key Results Areas,
Outcomes and Broad Strategies of Baseball Queensland Incorporated (BQI) for
the period 2008 – 2010.
This document has been developed as a result of extensive consultation and input
from a broad cross section of stakeholders from within the sport. Input has been
received through a number of means, however the main input to this plan has been
sourced through a Strategic Planning Workshop held in May 2008 and attended by
stakeholders representing:
Board of BQI
State Council
Affiliated Clubs
Regional Associations
Staff members of BQI
BQI has reviewed its previous Strategic Plan and is happy with its progress in many
areas of operations; however the organisation is now looking forward to continuing
this work, as well as achieving results in key areas where it has been unable to in the
previous strategic period. Much work has been done to improve the governance,
management, sport development and operations of the sport of Baseball in
Queensland over the past 3 years; however it is now time to do more, to ensure that
our players, coaches, umpires, scorers, clubs / volunteers, staff, sponsors and other
stakeholders receive the best possible opportunities through the sport of Baseball.
S.C.O.R.E. Analysis
Strengths Constraints
Paid staff Antiquated governance structure /
Central administration operations
Information centre Lack of formal documentation /
Relationships with ABF, MLB procedures
Expertise Lack of control over key competitions
Strategic planning focus Lack of innovation
Quality senior coaches Limited financial resources
Climate and culture in QLD Lack of quality coaches, umpires and
Facilities available (number and volunteers (overload)
quality) Lack of trained volunteers
The product / sport of Baseball Lack of stakeholder support /
involvement
Strategic Plan 2008 – 2010
Page 3 of 19
Opportunities Risks
Increase the efficiency and effectives Decreased SRQ funding
of the governance structure Over reliance on SRQ funding
Professionalise all administrative Lack of trained, quality umpires and
processes and systems scorers (at all levels)
The introduction of a Women’s league Depletion of regional Baseball
The introduction of a Masters’ league Decreased income (SRQ,
Building relationships with Asia, in competitions, affiliation fees, etc)
consultation with the ABF Competitors (other sports) improving
Sourcing Sponsorships and other “off their product
budget” revenue streams Not meeting stakeholder / member
Prepare QLD teams for participation in expectations
the National League Other sports increased popularity
Grow profitable special events (e.g. soccer)
Develop closer linkages with external Lack of size of key volunteer base
agencies / bodies (e.g. Heart and succession planning
Foundation, Diabetes Australia, PASS Losing players, coaches, scorers,
Australia, others) umpires and club volunteers
Market research activities Lack of a risk management plan
Increase the value of membership
(improved / additional member
services)
Improve communication with current
and future stakeholders
Expectations
To implement a professionally administered, high quality and fully sponsored elite
player competition in Brisbane
To implement a robust, contemporary and professionally managed organisational
governance structure, necessary to meet the current and long-term needs of BQI
To gain additional, quality physical, human and financial resources to expand /
improve services
To be recognised in the community and have a high profile
To host more major / special events
To have a well developed Game Development and Club Development training
system in operation
To have an increased rate of participant flow from social to elite competition
To develop and implement a holistic organisational marketing plan
To increase sponsorship revenue
The develop, monitor and evaluate a holistic BQI Risk Management Plan
Strategic Plan 2008 – 2010
Page 4 of 19
Key Result Areas
This Strategic Plan has been structured to reflect the responsibilities and
accountability of each major area of the organisation. In the next 3 years the BQI will
focus on the following Key Result Areas –
Key Result Area 1: Key Result Area 2:
Governance and Planning Management
BQI will review the structure of the BQI will proactively work to ensure the
organisation, including its governance business performance and financial
management operations meet the fiscal
structure and the constitution, to ensure
that we are recognised as implementing responsibilities of the organisation, and
relevant contemporary best practices. ensure it operates as a positive fiscal
operation which is sustainable into the
BQI will proactively implement, monitor future.
and review the performance of the
strategic and operational plans of the BQI will review and implement change to
organisation to ensure that we achieve our HR management policies to ensure
our potential in this strategic period that we have a stable and well supported
(2008 – 2010). staff structure, which meets the needs of
the organisation.
BQI will continue to develop ways to
improve its communication methods and
public relations work, as well as
improving its marketing activities.
Key Result Area 3: Key Result Area 4:
Sport Development Operations
BQI will provide opportunities for all A key focus area of the organisation will
player levels from the grass root player be competition management, to best
through to the elite player. service our members at all levels.
BQI will undertake work to assist in the BQI will continue to focus on its customer
development of its coaches, umpires, service commitment to the stakeholders
scorers and development staff, to assist by reviewing all Risk Management
them to deliver the best quality product strategies and policies.
possible.
BQI will implement strategies to assist in
BQI will continue to push the the recruitment, development and
development of junior development and recognition of Baseball club volunteers
other school based programs and throughout the state.
competitions.
Strategic Plan 2008 – 2010
Page 5 of 19
Key Result Areas and Associated Sub Categories:
Key Result Area 1: Key Result Area 2:
Governance and Planning Management
Sub-Categories
Governance Structure and Design Growth
(including Constitution) Administration
Strategic Planning Business Performance
ABF Liaison Marketing
Liaison with State and Local Financial Management
Government Agencies Human Resource Management
Communications and Public
Relations
Key Result Area 3: Key Result Area 4:
Sport Development Operations
Sub-Categories
Club Development Facilities (acquisition and
Player Development management)
Coach Development Competition and Event Management
Umpire Development Information Technology
Scorer Development Risk Management
School Programs and Volunteer Management
Competitions Customer Service
Partnerships
Our Vision
To be recognised as the most professionally managed Baseball state in
Australia, that implements best practice management systems and proactively
facilitates the development of Baseball at all levels of participation, in all areas
of the state.
Strategic Plan 2008 – 2010
Page 6 of 19
Our Mission
To facilitate the growth and expansion of operations, facilities and
programs, to cater to community needs
To provide social and competitive competition opportunities for participants
of all ages and abilities, in safe and enjoyable environments
To help develop all stakeholders to achieve their potential
To provide stable organisational and financial management for the
betterment of the sport
To form effective partnerships, both within the sport of Baseball and
externally
Our Values
To have fair, open, ethical and accountable business practices
To provide high quality (best practice) customer service at all levels
To provide value for money
To create an inclusive environment for all stakeholders
To communicate effectively at all levels
To accept responsibility for decisions and actions
To be responsive to stakeholder needs
To be cooperative and operate as a team
To strive for continuous improvement
Strategic Plan 2008 – 2010
Page 7 of 19
Our Journey
Key Result Area Where have we come ► Where are we going? (2010)
from? (2008)
Governance and Currently undertaking a BQI’s Governance Structure will have been reviewed to ensure that it is
Planning review of the Governance up to date with current best practices and functioning well. The structure
structure of BQI. ► of BQI and its affiliates will have also been reviewed to ensure that the
vision and goals of the organisation are shared by all stakeholders,
making them possible to achieve.
Management Administration systems BQI will continue to maintain best practice administration systems and
have been reviewed and procedures, and implement effective communication pathways utilising
the communication electronic mediums to their full extent.
pathways updated
through an upgrade of the ► BQI will develop a functioning Marketing and PR strategy and HR
BQ web site. BQ strategies will be continually reviewed to ensure that staff and volunteer
management is working workloads are supervised.
closely with marketing
Director to establish BQI will monitor the implementation of the organisation’s marketing plan
partnership opportunities. to continue to increase commercial revenue and build partnerships.
BQI will continue to monitor the financial performance of the
organisation to ensure that its financial plans are adhered to.
Sports BQ is experiencing ► BQI will have a strong club structure in all regions, with new clubs set up
Development shrinkage in the Sunshine in the growth areas of the state. BQI will provide clubs with programs
Coast and NQ regions. and resources designed to recruit and develop their volunteers.
Coaching and Umpire
accreditation courses Comprehensive Coaching and Umpiring development programs will be
have been developed and in place to assist new and existing coaches and umpires with their
are in place through all education and training, and therefore, their ongoing performance.
regions.
Strategic Plan 2008 – 2010 Page 8 of 19
Key Result Area Where have we come ► Where are we going? (2010)
from? (2008)
Operations BQ has conducted a ► BQI will have established partnerships with existing facilities in the
workshop using an growth areas of the state to assist the establishment of new clubs.
external consultant and
attended by a cross BQI will have competitions available to meet the needs of all levels of
section of stakeholders to players, coaches and umpires.
review the competition
structure going forward. BQI will have best practice risk management policies and strategies in
Racial and religious place (including a Risk Management Plan) to ensure the safety of all
vilification and game day members and to effectively manage the risks to the organisation.
risk management
schedules are in place.
Member protection policy
is being developed.
Our Stakeholders
A Stakeholder is any person, group or organisation that shares a mutual interest in the future of BQI and the sport of
Baseball in general.
Members Scorers Universities / TAFEs / Schools
Clubs and their volunteers Umpires Suppliers
Regions Coaches Local governments
ABF and other state Baseball Assns Leagues / Competitions Media outlets
Sport and Recreation QLD QLD Academy of Sport Sponsors and potential sponsors
Staff Parents, families and friends Facility owners / operators
Strategic Plan 2008 – 2010 Page 9 of 19
Strategic Plan 2008 – 2010 Page 10 of 19
Our Plan
KRA 1: Governance and Planning
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Governance - Adopt the most appropriate - Engage external consultant to deliver a 1-2 hour best practice September
Structure and governance design / governance information session to key stakeholders 2008
structure - Undertake a review of the governance structure of BQI
Design - Develop a Findings and Recommendations Report
- Agree on new governance structure
- Develop position descriptions for all Board / Executive
members
- Develop a Board / Executive Code of Conduct for
Compliance & Integrity
• Constitution - Develop a new constitution - Develop draft constitution (to incorporate new governance December
structure) 2008
- Approved by members
- Full legal implementation
• Strategic - Develop, implement and - Engage consultant to develop and facilitate Strategic July 2008 –
Planning review the 2008-2010 BQI Planning Workshop June 2010
Strategic Plan - Consultant to develop draft Strategic Plan
- Stakeholders to provide feedback on draft
- Consultant to develop final draft
- Use the plan to drive and monitor performance
- Formally review performance and then Strategic Plan every 6
months
• ABF Liaison - Facilitate the active - Align BQI strategic activities with relevant ABF activities via July 2008 –
exchange of information both organisations’ Strategic Plans June 2010
between ABF and BQI - Attend all relevant meetings, conferences and workshops
- Link BQI strategic activities - Read and respond to all relevant ABF correspondence
with those of ABF, where - Meet quarterly with ABF management to monitor strategic
possible directions and progress
Strategic Plan 2008 – 2010 Page 11 of 19
KRA 1: Governance and Planning
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Liaison with - Maintain sport development - Attend all relevant conferences, meetings, etc. July 2008 –
State and Local funding - CEO to facilitate quarterly communications with SRQ and June 2010
- Increase priority initiative other relevant government agencies
Government funding - Assist associations to form relationships with local
Agencies - Improve relationships government agencies
between local government
agencies and BQI / regions
KRA 2: Management
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Growth - 5% growth per annum in - Offer innovative competition structures to meet the needs of July 2009 –
participant numbers (juniors, all current and potential players (see Player Development ongoing
women, men, masters, etc) sub-category)
in each of the existing 8 - Seek SRQ Priority Initiative Projects funding to implement
regional areas specific player recruitment, retention and development
programs throughout the state
• Administration - Develop and implement - Develop a BQI Office Operations Manual and upload this to December
standardised, consistent and the BQI website for regions and clubs to use, as required 2008
efficient office systems and
procedures
• Marketing and - Implement a coordinated - Develop a detailed, yet practical and user-friendly BQI December
Public Relations marketing approach for all specific marketing plan for all activities 2008 –
programs - Identify prospects with similar target markets and images as ongoing
- Increase the revenue gained BQI
via sponsorship by 20% per - Develop a contemporary sponsorship proposal template that
year can be adapted to each individual proposal
- Target identified prospects
Strategic Plan 2008 – 2010 Page 12 of 19
KRA 2: Management
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Financial - Improve financial - Ensure the use of contemporary financial management July 2008 –
Management management systems and software ongoing
procedures - Have current and accurate financial reports presented at all
- Operate with an annual committee meetings (monthly)
financial surplus - Align financial expenditure and reporting to the strategic and
- Source and apply for all operational plans
relevant Sport and - Research available grants via the SRQ (and other) websites
Recreation QLD (and other) - Apply for all relevant grants each year
grants each year - Implement BQI marketing plan
• Human - Effectively train, manage and - Develop detailed position descriptions and staff recruitment June 2009
Resource reward all staff assessment tools – ongoing
- Develop a performance appraisal / management systems for
Management each position
- Provide specific professional development based on the
outcomes of appraisals and / or changes to position
descriptions
- Nominate staff for state and national sports administration
awards
- Establish a staff incentives program
• Communication - Maintain efficient, clear and - Develop, implement and review an organisation specific December
open communication communication plan (flow chart), to clearly outline the lines of 2009
channels between BQI and communication within BQI and improve communication
all stakeholders effectiveness to all stakeholders
- Develop and disseminate a BQI monthly e-newsletter
- Facilitate annual Regional Association / club information
forums
- Improve website functionality and appearance
Strategic Plan 2008 – 2010 Page 13 of 19
KRA 3: Sport Development
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Club - Support all clubs to operate - Work with the regions to conduct a Volunteer Needs Analysis June 2009
Development effectively in all regions Survey (i.e. to ascertain the volunteer needs of each region – ongoing
- Increase the number of club and the clubs within)
by 20% over 3 years - Work with ABF, Australian Sports Commission, Sport and
- Increase the number of clubs Recreation QLD and / or external sports consultant to
in each region annually develop sport specific club and association development
- Achieve a 5% growth per training resources (Strategic Planning, Marketing, Financial
annum in active volunteers, Management, Volunteer Management, Competition / Event
in all regions Management, Risk Management, etc)
- Appoint a Volunteer Coordinator position to the Management
Committee
- Develop / adopt and implement a volunteer rewards scheme
- Seek SRQ Priority Initiative Projects funding to implement
specific club development programs throughout the state
- Improve the BQI database to be able to efficiently and
accurately track volunteers
• Player - Increase the number of - Improve the BQI database to be able to efficiently and January
Development participants by 10% per year accurately track players (current and new) 2009 –
- Increase player progression - Work with current and future Regional Associations / clubs to ongoing
through the player pathway foster the nurturing of their players and to encourage their
- Improve the performance of progression through the player pathway
players at all levels of the - Conduct market research of current members to identify their
player pathway competition needs
- Increase player retention - Provide improved player and coach development assistance
to clubs and regions
- Develop and deliver innovative competition structures to
better meet member needs (e.g. modified rules competitions,
mixed competitions, ladies competitions, masters
competitions, Brisbane Super League competition, etc)
- Implement specific coach development initiatives (see coach
development sub category, below)
Strategic Plan 2008 – 2010 Page 14 of 19
KRA 3: Sport Development
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Coach - Establish a coach’s network - Improve the BQI database to be able to efficiently and December
Development to offer support and accurately track coaches (current and new) 2009 –
development opportunities - Undertake market research to identify coach development / ongoing?
for all coaches support needs
- Achieve a 5% increase per - Develop and implement an on-line coach’s network to
annum in the number of facilitate communication, resource sharing, mentoring, etc.
active and accredited - Train coach educators in the regions to be able to deliver
coaches Level 0 (Play Ball), Level 1 and Level 2 Coaching Courses
- Achieve a 10% increase per - Assist coaches to efficiently and practically maintain NCAS
annum in the number of level currency
1 coaches progressing to - Promote coach education courses to Regional Associations
level 2 - Deliver coach education courses, as required
- Offer practical and time efficient coach updating activities
- Provide incentives to all level 1 NCAS accredited coaches
working with junior teams
• Umpire and - Work with the Umpires / - Facilitate an Officiating Strategy Workshop to develop a December
Scorer Scorers Association to bring coordinated and appropriately resourced Officials 2009 –
all umpire development Development Plan ongoing?
Development activities under the umbrella - Improve the BQI database to be able to efficiently and
of BQI operations (i.e. BQI accurately track umpires and scorers (current and new)
Sub-Committee) - Provide web-based officiating information, resources and
- Increase the number of support services
qualified umpires by 10% per - Train umpire and scorer educators in the regions to be able to
year deliver the courses
- Increase the number of - Promote umpire and scorer education courses to Regional
qualified scorers by 10% per Associations / clubs Deliver umpire and scorer education
year courses, as required
Strategic Plan 2008 – 2010 Page 15 of 19
KRA 3: Sport Development
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• School - Offer improved and - Provide increased Development Officer assistance to regions June 2009
Programs and increased school-based - Work with regions, clubs, schools and school sports – ongoing
Baseball competitions and associations to increase state school competitions and other
Competitions activities in all regions development activities, as well as the transition of players
from school competitions to BQI / club competitions
KRA 4: Operations
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Facilities - Improve the standard of all - Develop a BQI Facility Plan (management and acquisition) December
(acquisition and facilities - Form relationships with State / Local government to promote 2009
- Seek new facilities the benefits of Baseball friendly venues (i.e. sport and
management) recreation planning)
- Implement BQI Marketing Plan
- Implement BQI Risk Management Plan (see Risk
Management sub category)
• Competition / - Achieve viable competitions - Conduct market research of current members to identify their June 2009
Event in all regions competition needs – ongoing
- Deliver innovative - Develop and deliver innovative competition structures in all
Management competition and event regions, to better meet member needs (e.g. modified rules,
structures in all regions to mixed, ladies, masters and Brisbane Super League
meet member needs competitions, etc)
- Attract additional major - Survey all event and competition participants
competitions and training - Implement BQI marketing plan
camps to Queensland - Provide regions with competition / event management
- Deliver Australia’s best major training resources to assist clubs (see Club Development sub
Baseball competitions / category)
events
Strategic Plan 2008 – 2010 Page 16 of 19
KRA 4: Operations
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Information - Maximise efficient use of IT - Conduct an office IT audit June 2009
Technology in all operations of BQI - Decide on office IT requirements
- Decide on best IT model
- Make IT improvements, as decided upon (e.g. improved
website, improved database, etc)
• Risk - Implement a BQI specific - Review any current BQI Risk Management policies and June 2008
Management Risk Management Plan for procedures – ongoing
all key operational areas - Develop the Risk Management Plan (use of external
consultant, if required)
- Develop simple risk management templates for Regional
Associations and clubs to use
- Review the effectiveness of the plan yearly
• Volunteer - Provide training and support - See Club Development sub category December
Management to all BQI volunteers 2009
• Customer - Provide the highest quality - Develop and implement specific customer service policies, January
Service customer service to BQI these may include: 2009 –
members at all times Procedures relating to responding to queries / requests ongoing
- Achieve a 75% satisfaction Grievance procedures
level of members satisfied Others
with the level of customer - Develop a seasonal feedback survey that is distributed to all
service provided member groups
- Achieve a 65% satisfaction - Implement the Strategic Plan in all areas
level of players and coaches - Survey members each season and publish the results on the
satisfied with the quality of BQI website
umpiring provided
- Identify the operational
needs of the organisation to
be provided through
volunteer assistance
Strategic Plan 2008 – 2010 Page 17 of 19
KRA 4: Operations
Sub Category Outcomes Broad Strategies Timeline Outcome
Achieved
• Partnerships - Maintain a close and - Implement the BQI Marketing Plan January
productive working 2009 –
relationship / partnership ongoing
with all stakeholder groups
Strategic Plan 2008 – 2010 Page 18 of 19
The Future
BQI is extremely positive about the future! The Organisation also realises the
need for all stakeholders to work together in order for this bright future to occur.
This 2008 – 2010 Strategic Plan outlines various Key Performance Areas,
Outcomes, Broad Strategies and Timelines that, it is hoped, will enable BQI to
fully engage its stakeholders and to have a planned, coordinated and long-term
approach to the ongoing success of both the organisation and the sport in
Queensland.
BQI will be working closely with all key stakeholder groups to ensure that the
organisation / sport achieves its immense potential over the coming 3 years and
beyond.
BQI will embrace the many challenges it faces and deliver the best value for
money services it can, to as many people as possible.
BQI’s operations between 2008 and 2010 will now be guided by this document,
which will be used monthly, formally reviewed quarterly and communicated to all
stakeholders, so that progress may be checked and to ensure the currency and
relevance of its directions.
Strategic Plan 2008 – 2010
Page 19 of 19
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