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Strategic Plan 2017 to 2019

BASKETBALL QUEENSLAND Draft 2017 – 2019 STRATEIC PLAN ON A PAGE

Vision

For basketball in Queensland to be an innovative, unified and inclusive sport recognised by the broader Queensland community as a leader in sports delivery and development and as a part of the national basketball community.

Mission To provide leadership and a state-wide framework that enables everyone to grow, develop and participate in the sport of

basketball throughout Queensland and open the door to national and international opportunities.

Our Shared Values

Three Year Outcomes

Increased participation in basketball throughout Queensland Continued improvement in the quality of our players, coaches, officials and administrators Increased capacity of our associations to sustain the growth of the sport Improved delivery of the sport through more efficient use of technology Increased engagement with stakeholders through digital platforms (social media, websites, Apps, e-Newsletters, etc) Recognised for the service we provide to our customers

Improved unity and strategic alignment between BQ and stakeholders

Strategic Priorities

Integrity Service

Oriented Innovative Unity Inclusive Collaborative

Grow Develop Build Lead

IDENTIFICATION

INCORPORATION NAME Basketball Queensland Ltd.

TRADING AS Basketball Queensland

WEBSITE www.basketballqld.com.au

OFFICIAL LOGO

STATE OFFICE C/- The Sleeman Centre Crn Old Cleveland & Tilley Rds Chandler Telephone: 07 3377 9100 Facsimile: 07 3823 5655 Email: [email protected]

http://www.basketballqld.com.au/

mailto:[email protected]

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AFFILIATIONS

Basketball Australia Q Sports Queensland Olympic Council Queensland Commonwealth Games Association Australia Institute of Management

PARTNERSHIPS

Queensland Academy of Sport (QAS) Women’s National Basketball League – WNBL National Basketball League – NBL Brisbane Bullets Cairns Taipans Townsville Fire Queensland School Basketball

COMPETITIONS

Queensland Basketball League (QBL) Southern Basketball League (SBL) Junior State Championships Qld North Junior Basketball Competition (QNJBC) Central Districts Carnival (CDC) BQ Junior Basketball Championships (BQJBC) Pan Pacific Masters Games Champion Basketball School of Queensland (CBSQ)

OUR SPORT

Basketball:

An international game played in 213 countries with 450M players

regularly playing the game – a truly global phenomenon.

A sport Australia is good at (ranked 4th in the world) with the Opals

ranked number 2 and the Boomers number 11 in the world.

One of Australia’s most popular sports with 426 local associations,

20,000 clubs and 60,000 teams throughout Australia

An Australian and Queensland employer

Is played by men and women

Suitable for all ages and abilities

Accessible to all

An opportunity to participate as a player, official, coach,

administrator or volunteer from grass roots to elite

An opportunity to connect with friends

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BACKGROUND About Basketball Queensland: Basketball Queensland was established in 1946, to join as a member of Basketball Australia, allowing participation in the first Australian Men's Championships. Basketball Queensland is a NON-PROFIT organisation, its primary market and demographic exists with FAMILIES and has three primary objectives:

1. to administer the sport of Basketball throughout Queensland as the State Governing Body; 2. to provide an avenue for over 30,000 players, coaches, officials and administrators to participate and develop through organised competitions and development programs;

and 3. To provide a quality entertainment opportunity for spectators.

Basketball is an extremely popular and well recognised international sport, not only in Queensland, but Australia wide. It is a sport that provides a safe and enjoyable opportunity for players of all age groups. Basketball Queensland is a professionally administered State Sporting Organisation offering an outstanding opportunity to establish corporate partners, providing mutual benefits. Basketball Queensland is managed by a highly professional team of 12 paid staff, and hundreds of volunteers. The governance of Basketball Queensland is through a skilled Board of independent directors. Basketball Queensland operations are driven by strategic and operational plans where stakeholders have input in developing. The competition calendar allows opportunities and pathways for new, developing, elite male and female players of all ages and capacity. Basketball Queensland also conducts development programs for athletes under the Future Development Program, State Performance Program and the National Performance Program. Usage of indoor facilities has allowed the sport to be played all year round in comfort. Some stadiums in Queensland are air-conditioned and of international, or national standard. Almost every town in Queensland has facilities which offer the opportunity to play basketball, with a high percentage of schools building indoor courts and encouraging participation as part of the school curriculum. Stadiums also offer weather/seasonal control and child care facilities, thus highlighting the trend in participation towards indoor sports.

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Basketball Queensland Profile Large “family” demographic with players aged from 8 – 75

35 Associations and 87 clubs throughout Queensland

Large player base with over 30,000 participants with many social players

Participation from men and women

Ability to play at all ages

Played both indoors and outdoors 12 months of the year

State-wide representation with the sport, including all regional areas

Highly professional Directors and staff

2 NBL teams and 1 WNBL team

Exceptional competition structure across the entire State

Competitions for disabled athletes

National elite development programs

Junior development programs

Primary and secondary school programs

Participation in all National Championships

Excellent relationship with Federal, State and Local Governments

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MISSION To provide leadership and a state-wide framework that enables everyone to grow, develop and participate in the sport of basketball throughout Queensland and open the door national and international opportunities.

VISION

For basketball in Queensland to be an innovative, unified and inclusive sport recognised by the broader Queensland community as a leader in sports delivery and development and as part of the national basketball community.

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CORE BUSINESS To service the needs of the members of Basketball Queensland by:

Maintaining national links and provide communication structures between all levels across the State.

Providing strong State leadership through strategic planning, quality management and ensuring financial viability of the sport.

Providing leadership and co-ordination of State Competitions (Queensland Basketball League (QBL) and Junior State Championships) and co-ordinate State teams for Australian Junior Championships.

Promoting the sport of basketball throughout Queensland.

Developing participation programs and coordinating special events

Delivering a High Performance development framework (National Performance Program, State Performance Program and Future Development Program)

Providing education and development opportunities for officials, coaches, and administrators.

Develop products and services to support business growth and development of Associations in the areas of: - Volunteer management - Government funding - Financial management - Website Management - Policy development - Risk management - Member Protection - Operational planning - Marketing - Database Management

Basketball Queensland Draft 2017 to 2019 Strategic Plan Strategic Priorities

Vision and Mission Strategic Priorities Summary

Our Vision

For basketball in Queensland to be an innovative, unified and inclusive sport recognised by the broader Queensland community as a leader in sports delivery and development and as part of the national basketball community.

Our Mission

To provide leadership and a state-wide framework that enables everyone to grow, develop and participate in the sport of basketball throughout Queensland and open the door to national and international opportunities.

1. Grow To raise the profile of the sport to assist in the growth of the number of participants involved with basketball throughout Queensland and to ensure the Basketball Queensland database records all levels of engagement in basketball, to promote, influence and measure an increased level of participation.

2. Develop To continue to identify and develop our players, coaches, officials and administrators to improve the immediate and longer term success of basketball in Queensland

3. Build To build the capacity for basketball in Queensland to grow and deliver professional and highly regarded competitions which provide opportunities for Queenslanders to participate in basketball at all levels.

4. Lead To lead a unified sport through clear governance structures and managment, transparent processes and strategic objectives.

Basketball Queensland Draft 2017 to 2019 Strategic Plan Strategic Objectives

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Strategic Priority Objectives

1. Grow

1.1. Increase the number of registered participants engaged in basketball 1.2. Increase the number of female participants engaged in basketball 1.3. Increase stakeholder engagement both at a State and Association level through continued improvement in the use of digital

platforms to assist in the retention of participants 1.4. Increase participation in BQ competitions where possible to ensure continued financial viability and to provide a pathway from

grassroots to elite.

2. Develop

2.1. Improve the skills of basketball players throughout Queensland 2.2. Improve the quality of basketball coaches throughout Queensland 2.3. Improve the quality of basketball referees and referee coaches throughout Queensland 2.4. Improve the quality of basketball score-bench officials and statisticians throughout Queensland 2.5. Improve the skills of BQ member association volunteers and staff to improve the management, governance and use of

technology to enhance the delivery of services of basketball associations throughout Queensland 2.6. Improve the skills of the BQ Board and staff to improve the governance and management of Basketball Queensland

3. Build

3.1. Increase the number of accredited basketball coaches at all levels. 3.2. Increase the number of accredited basketball referees and referee coaches 3.3. Increase the number of accredited basketball score-bench officials and statisticians 3.4. Increase the number of indoor sporting facilities for basketball use throughout Queensland 3.5. Increase revenue from activities which produce cash or in-kind, budget-relieving measures.

4. Lead

4.1. Unify basketball in Queensland with common goals and strategies across all levels of the sport 4.2. Review and update by-laws and board policies and procedures to ensure continued compliance with all legislative requirements

and improve governance 4.3. Transparency in all decisions relevant to stakeholders 4.4. BQ to exemplify a culture of providing quality service to customers 4.5. BQ to lead initiatives which demonstrate and promote gender equity

Draft Basketball Queensland 2017 to 2019 Strategic Plan Strategic Priority Delivery Table

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Objectives Method of Delivery Success Measure

1. GROW 1.1. Increase the number of registered

participants engaged in basketball Trial the expansion of the number of Aussie Hoops

Centres in a cost effective manner through the introduction of Basketball Queensland Part-Time Aussie Hoops Coordinators in two regions with the greatest potential for growth

Review the results of the trial in conjunction with associations at the end of 2017 to determine the most appropriate strategy for 2018 and 2019

Promote involvement in basketball through digital marketing campaigns targeting peak times of the year in various regions throughout Queensland

Follow the lead set by Basketball Australia in the establishment of 3X3 competitions/tournaments

a) The number of registered participants grows by 5% per annum

b) 5,000 Aussie Hoops participants by 2019

1.2. Increase the number of female participants engaged in basketball

Where possible conduct separate Aussie Hoops programs for boys and girls

Conduct development activities for Under 14 girls to lift their skills and confidence so that they remain in basketball

Increase interest in the sport for women aged 18 to 35 through social competitions

Conduct development activities for coaches of women and girls

a) The number of female participants increases by 3% each year


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Objectives Method of Delivery Success Measure GROW (CONT)

1.3. Increase stakeholder engagement both at a State and Association level through continued improvement in the use of digital platforms to assist in the retention of participants

Continue to regularly post stories to all social media platforms (Facebook, Twitter, Google+, Instagram and LinkedIn) as per the social media plan

Boost the number of view of our posts through the use of “Promoted Posts” and Facebook ads

Deliver social media training to affiliated associations to develop their skills in the use of this media

Further develop the use of the BQ mobile app, continue to develop GEO targeted promotions and engagement at competitions

Increase effectiveness of websites, content marketing and natural search

Maintain the e-Newsletter distribution every two months

a) 20% growth in the number of fans of our social media sites each year

b) 10% growth in the number people who have downloaded the BQ App each year

c) 400,000 visitors per annum to the BQ websites by 2019

d) e-Newsletter distributed every two months to 45,000 people with a unique viewer rate of at least 20% by 2019

1.4. Increase participation in BQ competitions where possible to ensure continued financial viability and to provide a pathway from grassroots to elite.

Review BQ competitions annually to ensure that they meet the expectations of the participants and adjust where appropriate

Deliver the Pan Pacific Masters Tournament biennially

Ensure that the standard of officiating is appropriate to the competitions

Ensure that all coaches of teams competing in BQ competitions have appropriate accreditation levels

Maximise the use of technology in the delivery of competitions

Ensure that competition rules promote and deliver a level playing field for all competing associations

a) The number of teams participating in BQ competitions is greater than the previous year in each year of the planning cycle

b) The competitions are financially viable


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2. DEVELOP 2.1. Improve the skills of basketball players

throughout Queensland

Continue to refine the High Performance Development Programs: o Future Development Program (FDP) o State Performance Program (SPP) o National Performance Program (NPP)

Robust talent ID processes for the FDP, SPP and NPP

To assist in the prevention of overuse injuries, NPP moved to a lower age group – athletes aged 13 to 15. Older athletes to be catered for through WNBL and NBL academies as well as QBL and SBL programs

Individual performance plan for every athlete in the NPP and the program maintains the current level of athlete support

Emerging Team program continues to send teams to the USA each year

Provide information and training to athletes and parents in relation to athlete welfare so that the risk of injury from overuse are minimised.

Minimise overuse injuries in junior athletes the minimum age set for QBL and SBL set to athletes turning 16 in the year of competition

Provide development opportunities for the coaches within the BQ development programs

Introduce a technology solution to more objectively select representative teams, streamline the selection process and provide feedback to athletes.

a) Queensland State teams win at least one medal at each Australian Junior Championships (AJC’s)

b) No Queensland athlete is unable to compete at an AJC due to an overuse injury

c) At least 60 athletes selected to the FDP each year d) 10 Emerging teams compete in tournaments in

the USA e) Able to nominate State Teams to all Australian

Junior Championships each year f) Six (6) QLD athletes selected to Australian

Development Camps (ADC’s), g) Four (4) QLD athletes selected to Australian

Teams h) Four (4) athletes awarded scholarships to the

Centre of Excellence (COE) i) Athlete selection tool introduced for all State

Teams


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DEVELOP (CONT)

2.2. Improve the quality of basketball coaches throughout Queensland

Finalise the development of the BQ Coaches App and market to coaches and associations to maximise its use.

Maintain sufficient Accredited Association Coaching Educators to meet demand

Utilise the FDP and SPP to assist in the development of coaches

Continue to conduct a Coaches’ Academy to fast track the development of coaches with the greatest potential

Conduct regular conferences and workshops at associations for coaches

Encourage associations to invest in coach development through the development of resources and support of association Coach Coordinators

Conduct workshops to build the confidence of female coaches to encourage them to apply for positions as the Head Coach of State Teams

a) 2,000 people have downloaded the BQ Coaches App by 2019

b) Maintain at least 20 accredited Association Coaching Educators every year

c) At least 30 coaches participate in the FDP each year

d) At least three suitable applicants for every State Team head coaching position

e) Every State team has a Head Coach, Assistant Coach and a Development Coach

f) 75% of the Under 16 and 18 State Teams have a Mentor Coach

g) At least 12 coaches participate in the coaches’ academy at each intake

h) 60% of coaches who participated in the Coaches’ Academy are actively coaching in SPP or QBL

i) At least 25 coaching workshops conducted at associations each year

j) An annual coaches’ conferences conducted each year with at least 100 coaches in attendance

k) 15 Associations appoint a coaching coordinator by 2019

l) One workshop to build the confidence of female coaches is conducted during the planning cycle and further workshops conducted if required


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DEVELOP (CONT)

2.3. Improve the quality of basketball referees and referee coaches throughout Queensland

Development of association referee coordinators through regular review at associations and an annual referee conference

Review of the current referee accreditation levels to ensure that the gap between each level is appropriate

Use all BQ competitions to assist in the development of referees and referee coaches

Meet with and formally review the performance of 18 affiliated association referee coordinators each year

Conduct referee development activities to assist associations in the development of their referees

a) Conduct an annual conference for association Referee Coordinators

b) At least 100 referees and referee coaches attend the QBL conference each year

c) 85% of all games played at Junior State Championships are critiqued by a referee coach

d) There are sufficient suitably qualified referees to officiate at BQJBC, QNJBC, State Championships, SBL and QBL

e) 18 affiliated association referee coordinators receive a review each year with all associations receiving at least two reviews during the planning cycle

2.4. Improve the quality of basketball score-bench officials and statisticians throughout Queensland

Benchmark the number of score-bench officials and statisticians in Queensland

Deliver introductory courses for score-bench in conjunction with all Junior State Championships

Work with the score-bench and statistician committees to deliver training and development at an annual conference for these officials

a) The number of qualified score-bench officials b) The number of qualified statisticians c) Scoretable performance at QBL games is critiqued d) Annual conference is delivered each year


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DEVELOP (CONT)

2.5. Improve skills of BQ member association volunteers and staff to improve the management, governance and use of technology to enhance the delivery of services of basketball associations throughout Queensland

Annual association administrators conference to provide training to associations in best practice administration of basketball associations (including governance, customer service, financial management, volunteer management and risk management)

Purchase an on-line resource library to assist associations with best practice guidelines

Conduct an annual workshop to develop the skills of staff and volunteers in the use of the association database and competition software

Implement leadership training courses. One for women and another for men

a) 18 associations represented at the Annual Administrators Conferences by 2019

b) 90% of associations have a Strategic plans and budget by 2019

c) The financial stability of associations as measured by review of the audited financial reports

d) 20 associations attending the database and competition software workshop each year

e) Women’s and men’s leadership training implemented

2.6. Improve the skills of the BQ Board and staff to improve the governance and management of Basketball Queensland

External, independent review of Board governance practices conducted biennially

Provide professional development opportunities to BQ Directors and staff to enhance their skills

Develop a succession plan for Directors and senior staff

a) Satisfactory results of the biennial Board governance practices review

b) Professional Development plan for Board and Management devised and implemented

c) Succession Plan devised and implemented for the BQ Board and senior staff


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3. BUILD 3.1. Increase the number of accredited

basketball coaches at all levels

Delivery of coach accreditation courses which are affordable and time effective

a) At least 500 coaches attending coach accreditation courses annually

3.2. Increase the number of accredited basketball referees and referee coaches

Delivery of referee accreditation courses

Delivery of referee coach accreditation courses

a) Build the number of participants attending referee accreditation courses to 530 per annum by 2019

b) Build the number of referee coaches attending referee accreditation courses to 30 per annum by 2019

3.3. Increase the number of accredited basketball score-bench officials and statisticians.

Deliver of score-bench and statistician accreditation courses

a) The number of qualified score-bench officials b) The number of qualified statisticians

3.4. Increase the number of indoor sporting facilities for basketball use throughout Queensland

Produce and publish a State Facilities Plan to: o Capture demographics to show where indoor

basketball facilities are most needed; o Provide financial modelling to determine the

number of courts that are required in a stadium to make it economically viable;

o Provide concept designs for stadiums of varying size which includes the minimum standards, footprint and cost.

a) An increase in the number of indoor facilities that can be accessed by affiliated basketball associations each year

3.5. Increase revenue from activities which produce cash or in-kind, budget-relieving measures.

Grow non-basketball revenue through the expansion of advertising on all BQ websites Market the Coaches’ App to other States or BA

Grow non-basketball revenue through further development of the partnership with the CIM Group to expand selling trophies to other organisations that just BQ

Maintain sponsorship at $115,000p.a.

b) Generate $10,000 from website advertising by 2019

c) At least one other State using the Coaches’ App by 2019

d) Generate $10,000 from joint venture by 2019 e) Sponsorship of at least $115,000 per annum


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4. LEAD 4.1. Unify basketball in Queensland with

common goals and strategies across all levels of the sport

Through the continuation of the financial incentive scheme, encourage associations to develop budgets and strategic plans with objectives similar to those of Basketball Queensland (i.e. includes strategies related to growing participation, developing players, coaches and referees and engaging with their stakeholders)

Provide financial management training to associations at regional and state conferences

Assist associations in developing their strategic plans to ensure that all strategic plans are “connected” and assist in the achievement of the basketball in Queensland plan

a) 20 affiliated association have strategic plans by 2019

b) All affiliated associations have a budget by 2019

4.2. Review and update by-laws and board policies and procedures to ensure continued compliance with all legislative requirements and improve governance

Set a schedule for review of all by-laws, the Board Governance Manual and Board policies at least once during the planning cycle

Review the Board meeting processes and procedures at least once each year

a) All BQ by-laws and Board policies reviewed and amended (if required) at least once during this planning cycle

b) BQ Governance Manual reviewed and amended if required) once during the planning cycle

4.3. Transparency in all decisions relevant to stakeholders

Members are provided with an update of all major decision following Board meetings

Conduct at least one Board meeting in a regional centre each year

Chair and/or CEO meet with 15 affiliated associations each year to ensure that the BQ Board and Management have an understanding of the issues facing associations and associations understand BQ objectives and strategies. Meetings to be held with all affiliated associations twice during the planning cycle

a) BQ Board updates provided to members as required

b) BQ Board meeting conducted in a regional centre at least once each year

c) At least 15 association meetings conducted each year with meetings conducted with all affiliated associations at least twice throughout the planning cycle


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LEAD 4.5. BQ to exemplify a culture of providing

quality service to customers

Focus BQ staff training on improving customer service

Implement customer service training courses for staff of affiliated associations to assist in improving service at the coalface

360° Reviews of BQ line managers once during the planning cycle to gauge the level satisfaction from stakeholders and to identify learning opportunities for staff

Hold group discussions with affiliated associations to explore new ideas and concepts, to determine issues and concerns to assist in early identification of problems so that they can be addressed and to promote networking among association personnel

BQ staff to mentor association personnel to promote a service culture

a) Customer service training for BQ staff conducted twice during the planning cycle

b) Customer service training conducted for affiliated association staff once during the planning cycle

c) Satisfactory results from 360° review of BQ line managers

d) 2 group discussions to be held with affiliated association administrators each year

4.6. BQ to lead initiatives which demonstrate and promote gender equity

Benchmark the current position within basketball in QLD

Identify weaknesses and barriers and formulate strategies to address these

a) Strategies to address gender equity issues devised and implemented by 2019

Draft Basketball Queensland 2017 to 2019 Strategic Plan Three Year Outcomes

3 Year Objectives: Grow Participation/improve the standard of players, coaches, officials and administrators/grow capacity/increase the use of technology/ service excellence

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Three Year Objectives KPI’s 2017 KPI’s 2018 KPI’s 2019

1. GROW 1.1 Increase the number of

registered participants engaged in basketball

The number of registered participants at Affiliated Associations increased by 5% when compared to 2016

20 accredited Aussie Hoops Centres with 3,500 registered participants in the program

Review the Aussie Hoops programs and determine the most appropriate strategies for future years


New strategies adopted for participation growth


New strategies adopted for participation growth

1.2 Increase the number of female participants engaged in basketball

The number of registered female participants at Affiliated Associations increased by 3% when compared to 2016

1,200 registered girls in Aussie Hoops programs





1.3 Increase stakeholder engagement both at a State and Association level through continued improvement in the use of digital platforms to assist in the retention of participants

20% growth in the number of fans of our social media sites when compared to 2016

10% growth in the number people who have downloaded the BQ App when compared to 2016

350,000 visitors to the BQ websites e-Newsletter distributed every two

months to 38,000 people with a unique viewer rate of at least 20%











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GROW (CONT)

1.4 Increase participation in BQ competitions where possible to ensure continued financial viability and to provide a pathway from grassroots to elite

The number of teams participating in BQ competitions:

Competition Team Numbers

QBL 28

SBL 28

BQJBC 215

QNJBC 50

Jun State Champ 265

Champion School 124

All competitions create a net surplus



QBL 30

SBL 30

BQJBC 220

QNJBC 51

Jun State Champ 270

Champion School 124

Pan Pac Masters 115




QBL 30

SBL 30

BQJBC 225

QNJBC 52

Jun State Champ 275

Champion School 130




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2. DEVELOP 2.1 Improve the skills of basketball

players throughout Queensland 60 athletes selected to the FDP

10 Emerging Teams compete in tournaments in USA

All 10 State Teams compete at AJC’s

Queensland State teams win at least one medal at each AJC

No Queensland athlete is unable to compete at an AJC due to an overuse injury

At least three suitable applicants apply for every State Team head coaching position.

Six (6) QLD athletes selected to Australian Development Camps (ADC’s),

Four (4) QLD athletes selected to Australian Teams

Four (4) athletes awarded scholarships to the Centre of Excellence (COE)

Stage 1 of selection tool developed and tested

60 athletes selected to the FDP









Selection Tool used for selection of all State Teams

60 athletes selected to the FDP









Selection Tool marketed to associations for use in their selection trials



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DEVELOP (CONT) 2.2 Improve the quality of

basketball coaches throughout Queensland

1,500 people have downloaded the BQ Coaches App

There are 20 accredited Association Coaching Educators

30 coaches participate in the FDP


Every State team has a Head Coach, Assistant Coach and a Development Coach

6 of the Under 16 and 18 State Teams have a Mentor Coach

13 coaches continue their participation in the coaches’ academy

60% of coaches who participated in the Coaches’ Academy are actively coaching in SPP or QBL

25 coaching workshops conducted at associations

100 coaches attend an annual coaches’ conferences

7 Associations appoint a coaching coordinator

Conduct a workshop to build the confidence of female coaches to encourage them to apply for positions as the Head Coach of State Teams







12 coaches participate in the new intake of coaches’ academy





10% of participants who attended the confidence building workshop for female coaches apply for State Team Head Coaching positions







12 coaches continue their participation in the coaches’ academy





10% of participants who attended the confidence building workshop for female coaches apply for State Team Head Coaching positions



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DEVELOP (CONT) 2.3 Improve the quality of

basketball referees and referee coaches throughout Queensland

10 Association Referee Coordinators attend annual conference

100 referees and referee coaches attend the QBL conference

85% of all games played at Junior State Championships are critiqued by a referee coach

There are sufficient suitably qualified referees to officiate at BQJBC, QNJBC, State Championships, SBL and QBL

18 Association Referee Development reviews conducted





18 Association Referee Development reviews conducted ensuring that any association not reviewed in 2017 is reviewed





18 Association Referee Development reviews conducted ensuring that all associations have received 2 reviews from 2017 to 2019

2.4 Improve the quality of basketball score-bench officials and statisticians throughout Queensland

Benchmarking of score-bench officials and statisticians completed

Determine targets for following years

Annual conference conducted

10% of score-bench officials performance at QBL games critiqued

Meet target for scorebench officials and statisticians set in 2017



Meet target for scorebench officials and statisticians set in 2018





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DEVELOP (CONT) 2.5 Improve the skills of BQ

member association volunteers and staff to improve the management and delivery of services of basketball associations throughout Queensland

17 associations represented at the Annual Administrators Conferences

15 associations have a Strategic plans and budget

The financial stability of associations as measured by review of the audited financial reports

20 associations attending the database and competition software workshop





10 women attend leadership course





10 men attend leadership course

2.6 Improve the skills of the BQ Board and staff to improve the governance and management of Basketball Queensland

Professional Development plan for Board and Management devised and implemented

Succession Plan developed for the BQ Board

Satisfactory results from biennial Board governance practices review

Implementation of the Professional Development Plan for Board and Management continues

Implementation of the Professional Development Plan for Board and Management continues



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3. BUILD 3.1 Increase the number of

accredited basketball coaches at all levels

Coaching courses: o Level 1 460 participants o Level 2 40 participants



3.2 Increase the number of accredited basketball referees and referee coaches

Deliver referee accreditation courses: o Beginner - 250 participants o Development - 90 participants o Intermediate - 90 participants o State - 25 participants o Referee Coach - 10



3.3 Increase the number of accredited score-bench officials and statisticians

Benchmark the number of accredited score-bench officials and statisticians in Queensland

3% increase in the number of accredited score-bench officials and statisticians when compared to 2017

3% increase in the number of qualified score-bench officials and statisticians when compared to 2018

3.4 Increase the number of indoor sporting facilities for basketball use throughout QLD

State Facilities Plan finalised and presented to Government

1 additional facilities project commenced

1 additional facilities projects commenced

3.5 Increase revenue from activities which produce cash or in-kind, budget relieving measures

Generate $4,000 from website advertising

Generate $5,000 from joint venture

Sponsorship maintained at $115,000



Sponsorship of at least $115,000



Sponsorship of at least $115,000



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4. LEAD 4.1 Unify basketball in Queensland

with common goals and strategies across all levels of the sport

15 affiliated association have strategic plans

18 affiliated associations have a budget


20 affiliated associations have a budget


24 (all) affiliated associations have a budget

4.2 Review and update by-laws and board policies and procedures to ensure continued compliance with all legislative requirements and improve governance

33% of the Board policies are reviewed and amended where required

The Governance Manual is reviewed and amended where required

By-Laws are reviewed and amended where required

A further 33% of the Board policies are reviewed and amended where required

The balance of the Board policies reviewed and amended where required

The Governance Manual is reviewed and amended where required

4.3 Transparency in all decisions relevant to stakeholders

A summary of major Board decision is forwarded to member association following each Board meeting

1 Board meeting is conducted in regional Queensland

Chair and/or CEO meet with 15 associations



Chair and/or CEO meet with 15 associations ensuring that affiliated association that meetings with all affiliated associations have been held during 2017 and 2018



Chair and/or CEO meet with 15 associations ensuring that a meeting has been held twice with all affiliated associations during the three-year cycle.



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LEAD (CONT) 4.4 BQ to exemplify a culture of

providing quality service to customers

Customer service training conducted for BQ staff

Satisfactory results from 360° review of CEO, General Manager - Game Development, Junior Participation Manager, Coach Development and Referee Development Manager

2 group discussion groups held with affiliated associations

Customer service training conducted for affiliated association staff

Satisfactory results from 360° review of Competition Manager - Junior, Central and South State Performance Managers and Accounts Manager


Customer service training conducted for BQ staff

Satisfactory results from 360° review of General Manager, Operations and Competition Manager - Senior


4.5 BQ to lead initiatives which demonstrate and promote gender equity

Benchmark of gender equity position in BQ completed and strategies to address any deficiencies devised

Strategies to address gender equity issues implemented

Strategies to address gender equity issues implemented

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