15 December
2005
Contents
Wellington Yachting Association
Strategic Plan
- Introduction
This Strategic Plan has
been developed in consultation with the eleven member clubs in the Wellington
region. They are:
- Evans Bay Yacht & Motor Boat
Club
- Heretaunga Boating Club
- Kapiti Boating Club
- Lowry Bay Yacht Club
- Mana Cruising Club
- Muritai Yacht Club
- Paremata Boating Club
- Plimmerton Boating Club
- Royal Port Nicholson Yacht Club
- Titahi Bay Boating Club
- Worser Bay Boating Club
It has also involved input
from clubs from the Western region.
Yachting in the Wellington
region involves a diverse and interesting range of clubs, classes and
activities. For instance, it involves
- Centre board, trailer yachts, keel
boats
- Cruising and racing – the latter
representing local, regional, national and international
- Junior, Youth, Adult
- Clubs, classes, schools
- Coaching, training, academies
- Race management, administration, paid
staff and volunteers
- Environment, technical, safety
- Event management
- Marine industry – boat building,
chandlery, sail makers, riggers, dry docks
- Stakeholders - Yachting New Zealand,
clubs, classes, trusts, sponsors, local councils and communities
- Media
In one form or other the
WYA represents the interests of its members in this complex but complementary
mix. This complex series of relationships is reflected in this Strategic
Plan
The Plan is flexible and
will be reviewed regularly by the Board to ensure it reflects the ongoing
strategic direction of the Organisation. The details behind the Plan will be
implemented each year through the Annual Business/Operating Plan.
The Plan is designed to
enable club sailors, coaches and officials to develop their skills and
experience.
The Plan places
considerable emphasis on the health and well being of yachting in the Wellington
region. The junior and youth programmes are a critical part of this.
The Plan covers the “On
Field” i.e. the sport/sailing aspects of yachting, and the “Off Field” – i.e.
the business/administration aspects of the Sport and includes key factors that
are critical to this at the regional and local levels.
The Plan has a clearly
defined set of performance measures (based around quantity and quality) that
will be monitored and regular reviewed by the Board of WYA. It should be noted
the Plan is flexible and will reflect changes in its environment.
It identifies the resources
required to implement it. Without adequate resources the WYA will not be able to
achieve the outcomes desired by members and stakeholders.
The Strategic Plan
underpins the WYA’s Annual Business/Operating Plan.
- Mission
To coordinate, encourage
and assist member clubs and associated organizations to promote participation
and development in all aspects of yachting and boating.
- Vision
Sailing and boating will be
recognized as an enjoyable, accessible, safe sport and lifetime recreation for
everyone with the opportunity to excel.
- Values
Our core values include a
belief in and a commitment to advancing:
- sailing as both a sport and as a
recreational activity;
- participation and excellence;
- the health and wellbeing of
competitors and participants;
- trust, teamwork and
camaraderie;
- communication and cooperation;
- best practice governance and
management.
- Limiting Statement
The role of the Wellington
Yachting Association is limited to supporting its member clubs and associated
organisations and assisting Yachting New Zealand by facilitating the delivery of
its programs and otherwise supporting the execution of its strategic
plan.
- Objectives
- By 2006 the WYA will have, and
every club encouraged to have, quality governance, administration and
management practices in place.
- Establish a best practice
governance, management and administration structure for WYA
| Strategies |
Performance
Measures |
- WYA shall be governed by one
representative of each member club.
- Develop a plan to change WYA’s
administration from a representative committee structure to an elected
administration team.
|
- Review completed and Action
plan agreed by June 2006.
- Action plan to be implemented
by September 06 and completed by December 2006.
|
- Increased Achievement On and
Off the Water
- Build high quality development
programmes for both competitive and recreational sailors
| Strategies |
Performance
Measures |
- Find out why people are
involved in sailing and what they want from it.
|
- Survey completed, analysed and
a report presented to the board by December 2006.
- Report distributed to
clubs/classes.
|
- Develop a marketing program
for programmes in order to attract and retain sailors by promoting the
sport as exciting.
|
- Commence implementing report’s
recommendations on a regional basis by December 2006 and monitor
progress each quarter.
- Marketing/profiling/promotion
to commence beginning of 2006/07 season. Thereafter ongoing.
|
- Utilise sailing programmes by
adapting them to the regional yachting environment.
|
- Identify sailing programmes by
December 2006.
- Decision to utilise (or not
utilise) each one by March 2007.
|
| Strategies
(cont) |
Performance Measures
(cont) |
- Identify schools with sailing
programmes and schools with the potential to implement sailing
programmes.
|
- Create a register of schools
with sailing programmes (including their sailors and their clubs) and
schools with the potential to implement sailing programmes by
September 2006.
- By December 2006, develop an
action plan to increase the number of schools with sailing programmes
by 50% and the number of school sailors by 50%.
|
- Reduce the cost and other
barriers to entering sailing for junior and youth sailors including
utilising “unused” boats.
|
- Survey clubs/classes and
develop a register of suitable unused boats and their owners.
- Produce a list of proposals
for reducing the cost and other barriers of entry by May 2007.
|
- Identify and develop sailors who
have the potential to be national and international champions
| Strategies |
Performance
Measures |
- Create a regional talent
identification and development programme.
|
- Begin a process to determine
how to identify talent by December 2006.
- Develop a database to record
the information required to identify and develop talent by March
2007.
|
- Increased Participation On and
Off the Water
- Have more people sailing more
often
| Strategies |
Performance
Measures |
- Assist clubs to run public
“open days” “have a go” or similar activities.
|
- To have 1 open day per club
each year.
|
- Access information on how
other clubs and sports attract and retain members including reference
to universities, polytechnics and former sailors.
|
- Information to be collected by
March 2007.
|
- WYA to create (interesting)
yachting events/incentives for novice sailors.
|
- Above to be incorporated into
the marketing/comms/publicity plan.
|
- Increase the number of
volunteers in clubs and classes
| Strategies |
Performance
Measures |
- Develop a manual on attracting,
retaining, training and recognising volunteers.
|
- Promote the YNZ volunteer
manual.
- Consider regional initiatives to
support regional volunteers by May 2007.
|
- Run workshops and provide
resources on club and class administration, race management, coaching,
environmental health and safety, technical and other important
issues.
|
- Schedule workshops to be
incorporated into WYA’s annual business plan by September 2006.
|
- Promote comprehensive and
relevant communications and information sharing among all clubs and
classes in the region.
|
- To be incorporated into the WYA
website upgrade and marketing, communications and publicity plan.
|
- Encourage businesses to sponsor,
support and be involved in yachting in the directly and
indirectly.
|
- To be developed as part of the
above plan.
|
- WYA to be seen as a leader in
coordinating the growth and development of all aspects of yachting in the
Wellington region
- To coordinate Wellington
regional yachting and yachting related activities
| Strategies |
Performance
Measures |
- Continue to produce the annual
regional calendar for clubs/classes, but to include coaching clinics,
training workshops, events and related yachting activities involving
the Wellington region.
|
- Calendar of activities
circulated to clubs/classes by September in each year.
|
- Coordinate the publicity and
promotion of yachting in the region.
|
- Marketing/comms/publicity plan
in place by July 2007.
|
- Review and upgrade website and
database activities.
|
- Review completed by June
2006.
|
- Create strong strategic
alliances with current and potential stakeholders
| Strategies |
Performance
Measures |
- Coordinate programmes with YNZ
through the RSO.
|
- Contact YNZ about the
application of its strategic plan to Wellington yachting including the
appointment of RDOs, by June 2006.
|
- Create strategic alliances with
the marine industry and organisers of national and international
yachting events that can help support and/or promote yachting in the
Wellington region.
|
- To be part of the annual
business and marketing/comms/publicity plans.
|
- To protect the natural and other
resources we currently enjoy
| Strategies |
Performance
Measures |
- Coordinate with YNZ and
external agencies.
|
- Identify relevant external
agencies by September 2007.
- Identify contact person in
each agency by December 2006.
|
- Improve WYA’s
communications.
|
- As first steps:
- website to be upgraded by June
2007;
- marketing/comms/publicity plan
by September 2006;
- regional forums established by
December 2006; and
- mentoring programme
established by December 2006.
|
- Annual Business/Operating
Plan
The Strategic Plan
underpins the Annual Business/Operational Plan. The Annual
Business/Operating Plan will set out the strategy and allocate funds and
resources for the year in question toward the programmes and services that are
priority in terms of policy or strategy as determined by the
board.
This strategic plan was
adopted by the Wellington Yachting Association at a Special General Meeting
called for the purpose at the Evans Bay Yacht and Motor Boat Club on 15 December
2005.
Mike Coupe Malina
Stewart
President Secretary