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North Shore Swimming Strategic and Business Plan August 2009 - 2012. Introduction Strategic Overview Strategic Intent Outcome Map Key Risks General Conditions Organisation Structure Financial Comparison 2006 - 2009 Key Actions required Key Outcomes 2010 (update with draft score 0410)
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The North Shore Swimming Club (NSS) philosophy is to encourage all swimmers to achieve their full potential by creating and delivering effective training environments and through quality coaching.
Swimming has significant benefits for all who participate. It is a vehicle to achieve personal fitness and it creates a sense of self-pride and achievement. Swimming requires a high level of personal self-discipline and commitment, attributes, our club encourages and develops.
The club has excellent technical, tactical and core physical attributes necessary for achieving swimming excellence. This level of excellence is further enhanced with the support of the local community, extensive volunteer network, sponsorship partners, our affiliation with Auckland and Swimming NZ, SPARK, The Millennium Institute Of Sport and North Harbour Sports Inc.
However, while NSS has a clear pathway for its swimmers and provides a development framework so young people can achieve the best swimming experience possible within the North Shore and indeed global community, the club needs to strategically position itself for the next generation.Introduction
“to be the No 1 Swim Club in New Zealand”Strategic Overview
Commitment Competitive Fair Play Pride
“provide a challenging environment that encourages all swimmers to achieve their potential without compromising our values with excellent member relations”
What we are going to do
What we need to do
Satisfied Swimmers Delighted Sponsors Governance & Systems Excellence Motivated & Enabled Members
Have 95% of eligible swimmers reach the national age group championships.
Increase contribution to NZ swimming - effectively delivering more highly trained swimmers capable of transitioning on to the world stage.
Placing 6 new NSS athletes on the New Zealand Commonwealth Games Team in 2010.
Placing 4 new NSS athletes on the New Zealand Olympic Team 2012.
Secure more Pool space thus increase talent pool and revenue = dominance of club
Increase professional and personal development and training camps for our coaching staff
Increase Club profile and Support wider community involving swimming initiatives
Establish a trademark event and or increased meet management
Establish Alumni and continue member participation for future generations
Maintain best practice governance and management practicesStrategic Intent
Meets, Learn to swim, Marketing / Promotion
Pools space utilisation/ Desire to belong
Establish LTAD/ SponsorshipOutcome Map
Systems / Financial
OSH / Risk
Training / Succession / Recognition / Participation
Cost of pool hirerage
Revenue driven off swimmer numbers (inherent conflict, too many swimmers quality decreases and less people want to joining the club conversely too few swimmers then too costly to swim)
NZ Swimming strategic alignment
Note: Staff Costs in 2006 were 68% of Tot Expenses. 66% in 2009