Bouncing Back A 10 Year Participation Strategy for
Bouncing Back: A 10 Year Participation Strategy for Squash in Australia
DRAFT N. B. Photos need updating Contents 03 Foreword 04 Background 06 Approach 07 Participation Strategic Priorities 13 Appendix 2
DRAFT FOREWORD FROM THE CHAIR Australians from all walks of life enjoy squash from school students to retirees; from office workers to tradies. The Bouncing Back strategy outlines how we can leverage this passion to grow squash to be the indoor sport of choice for fitness and recreation. It’s been a challenging year for sport and fitness, and the people who enjoy them. As at June, 85% of people reported engaging in no moderate or strenuous exercise during the pandemic (University College of London). xxx While squash has not been immune from these challenges, with many squash centres forced to temporarily close across the country, it can play a pivotal role in the recovery. Squash is an accessible, high-intensity, and highlyaddictive form of physical activity. It can be enjoyed by people of all backgrounds and ages, and regardless of the weather. But growing squash participation requires a shared vision and direction at all levels of the sport - from Squash Australia to our State and Territory Members, squash centres to players, coaches to referees. This strategy- Bouncing Back: A 10 Year Participation Strategy for Squash - seeks to achieve this. It sets the ten year vision for squash participation in Australia, identifying high-level strategic priorities, goals and key-performance indicators or outcomes. My thanks to the Participation Working Team, whose insights and consistent efforts drove this process: to Sam Abishara, Matthew Karwalski, Leigh Kaye, and Paul Mead. Lastly, thanks to the Squash Australia staff for their terrific work, including Leanna Davey and formerly Mark Mc. Latchey, whose efforts have shaped this document and continue to drive squash participation programs across Australia. Alex Dore Chair, Participation Working Team Non-Executive Director, Squash Australia 3
DRAFT BACKGROUND In December 2019, Squash Australia and State and Territory Members (STMs) began a process of consultation to set a strategic vision for squash to 2022 in Australia. FIGURE 1: SQUASH AUSTRALIA’S THREE PILLARS As a result of this consultation, in May 2020, a Squash Australia Strategic Plan 2020 – 2022 was endorsed, supported by a Collaborative Action Plan. This Plan streamlined the number of strategic pillars from 9 to 3 (Figure 1) in order to reduce complexity and increase collaboration. It committed to the creation of three working teams, aligned to these pillars, to build out the strategic priorities and agree on a workplan for them. The Participation Working Team was formed in July 2020 with representatives from the Sq. A Board, STMs, and Sq. A Staff with the purpose of reviewing the Participation Plan 2016 -2020, and developing a new Participation Strategy for the sport. 4
DRAFT APPROACH TO THIS PARTICIPATION STRATEGY METHODOLOGY Determine strategic vision statement Identify key enablers and barriers Prioritise enablers and barriers Determine goals and outcomes Draft roles and responsibilities FIGURE 2: COLLABORATION APPROACH This Participation Strategy has been developed by the Participation Working Team. It outlines the 10 year vision for squash participation in Australia. The Working Team met 9 times by audio-visual means. Operating on the basis of consensus, it identified 5 participation strategic priorities, aligning these priorities to goals and key-performance indicators or outcomes. It is envisaged that these indicators and outcomes will be revisited periodically and measured to ensure progress towards these goals. The goals, indicators and outcomes have been written to align to the current Squash Australia Strategic Plan and Collaborative Action Goals, ensuring all priorities, aims and KPI’s are consistent with Squash Australia’s overall brand values and mission statement. 5
STRATEGIC VISION FOR PARTICIPATION STRATEGIC PRIORITY GOAL DATA To capture the data of every squash and racquetball player who walks into a squash centre across Australia. PLAYER EXPERIENCE To deliver a consistent high-quality player experience that caters to all demographics. WORKFORCE To increase the number of employment and volunteer pathways across the sport. FACILITIES To improve access and quality of squash facilities and utilise the advancement of technology to help improve the business model. TECHNOLOGY To put technology at the centre of the squash experience for all stakeholders, including for competitions, tournaments, and education. VISION STATEMENT To grow squash to be the indoor sport of choice for fitness and recreation 6
DATA PLAYER EXPERIENCE WORKFORCE FACILITIES TECHNOLOGY PARTICIPATION STRATEGIC PRIORITY 1/5 DATA GOAL To capture the data of every squash and racquetball player who walks into a squash centre across Australia. KEY PERFORMANCE INDICATORS / OUTCOMES 1. Shrink the gap between Squash Australia and Aus. Play data by capturing and streamlining information on 80% of all participants (including referees, coaches and casuals) in the sport by 2025. 2. Retain current participation numbers at 80% for 2020, and at 95% for 2021, based on the Aus. Play data. 3. Agree on a data policy to ensure that data is collected and used in a manner that is transparent, secure, and accountable. 7
DATA PLAYER EXPERIENCE WORKFORCE FACILITIES TECHNOLOGY PARTICIPATION STRATEGIC PRIORITY 2/5 PLAYER EXPERIENCE GOAL To deliver a consistent highquality player experience that caters to all demographics. KEY PERFORMANCE INDICATORS / OUTCOMES 1. Develop a customer journey map and customer personas to better understand squash player needs. 2. Maintain and develop enduring participation programs that enhance player experience and increase participation, achieving an NPS of 50+. 3. Increase playing numbers by 3 -5% per year. 4. Hold retrospectives to better consider Member experience and feedback, in order to drive continuous improvement of grant-based participation programs. 8
DATA PLAYER EXPERIENCE WORKFORCE FACILITIES TECHNOLOGY PARTICIPATION STRATEGIC PRIORITY 3/5 WORKFORCE GOAL To increase the number of employment and volunteer pathways across the sport. KEY PERFORMANCE INDICATORS / OUTCOMES 1. Increase the number of Club Referees, and Foundation/Club Development Coaches by 3% per year. 2. Develop a best practice resource guide that considers the value and possible business case for paid positions within the sport. 9
DATA PLAYER EXPERIENCE WORKFORCE FACILITIES TECHNOLOGY PARTICIPATION STRATEGIC PRIORITY 4/5 FACILITIES GOAL To improve access and quality of squash facilities and utilise the advancement of technology to help improve the business model. KEY PERFORMANCE INDICATORS / OUTCOMES 1. Retain the total number of squash courts across the country to within 95% of existing to Dec 2022. Develop a Facilities Strategy that considers best practice, partnership arrangements (e. g. RSLs, bowling clubs, tennis centres etc). 3. Identify and consolidate a national priority list and pipeline of possible squash facilities and capital works across Australia. 4. To increase the volume of 24/hr courts, online booking systems and moveable walls. 10
DATA PLAYER EXPERIENCE WORKFORCE FACILITIES TECHNOLOGY PARTICIPATION STRATEGIC PRIORITY 5/5 TECHNOLOGY GOAL To put technology at the centre of the squash experience for all stakeholders, including for competitions, tournaments, and education. KEY PERFORMANCE INDICATORS / OUTCOMES 1. Develop and coordinate a technology roadmap for the national IT system (currently Sporty. HQ) with user experience and requirements at the core. 2. As part of this roadmap, revisit the Court Finder and other accessibility tools, to showcase coaches, players and social competitions. 11
DRAFT Squash Australia Sports House, Office 9 150 Caxton Street Milton, QLD, 4064 Phone: +61 7 3367 3200 Fax: +61 7 3367 3320 Email: info@squash. org. au
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