CYCLING NEW SOUTH WALES STRATEGIC PLAN
CYCLING IS ONE OF AUSTRALIA’S BOOM SPORTS These strategic priorities will provide the guiding principles to shape our decision making over the next 3 years and dictate the direction of more detailed business plans in our specific areas of operations.
Cycling is one of Australia’s most enduring and successful sports. There have been many World and Olympic Champions, on both road and track. Australia is a world powerhouse in track cycling and it boasts several current athletes who are household names. NSW has been a significant contributor to this success producing numerous Olympic and World Champions. It is also has the largest membership of the state cycling bodies in Australia. Cycling as a participation activity is enjoying its greatest levels of engagement ever in Australia with increasing numbers of people taking to their bikes for fitness, transport, comradery and competitive outcomes. Indeed sales of bikes exceed the sales of cars in Australian annually. CNSW as the State Sporting Organisation for Cycling NSW has the opportunity to capitalise
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on this popularity and cement itself as the peak body for cycling and bike riding in NSW. With recent reforms of the national body, Cycling Australia (CA), and a renewed energy at national level to broaden CA’s appeal to all level of cycling participants, CNSW is well positioned to be an active partner in leveraging the CA positon within a NSW context. This Strategic Development Plan was created to consolidate the organisation’s mission and articulate its vision and strategic priorities over the next 3 years. It identifies the strategies and plans for CNSW and its members and also for the wider cycling audience whose active participation is integral to the success of Cycling NSW.
CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
KEY CHALLENGES
Identifying the key challenges Cycling NSW faces in the immediate to mid-term will help shape the strategic plan and allow us to capitalise on opportunities CNSW currently faces a number of challenges including: •
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Competitive cycling membership participants have plateaued in the past 12 months after several years of significant growth, currently we see an annual churn rate ~ 25% Anecdotally, recreational cycling participation is increasing annually, however CNSW membership numbers is this category are flat with a churn rate of ~ 50% A churn rate ~ 30% for across all membership groups CA’s financial situation is challenged resulting in minimal nationally lead programs which are available to leverage locally The emergence of recreational cycling associations such as Bicycle NSW and Bicycle Network in NSW is leading to a cluttered market-place CNSW is an on-seller of memberships from CA, hence the independence to pursue specific strategies requiring adjustments to price points and the value proposition are limited Cycling is inherently dangerous and this results in insurance premium issues which act as a handcuff to pricing strategies CNSW’s structure is based upon a club membership model, thus largely linking the success of CNSW to that of its members club’s abilities to offer a localised value proposition to the target market A potential shift in the Australian society’s desire to consume their recreation via traditionally organised competitive structures
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
“TO BE THE PEAK BODY FOR ALL CYCLING IN NSW.” CNSW’s Vision Statement identifies where we see the organisation in the future
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
CORE VALUES Cycling NSW’s Core Values are articulated outwardly to our members, stakeholders, broader industry and the public through our Brand. They guide our behaviours from the Board to the staff, volunteers, clubs & individual members and are fundamental to the manner in which CNSW operates.
SAFETY We will focus on promoting and ensuring the highest levels of safety across all of our activities ENJOYMENT We will always strive to deliver our stakeholders a premium experience where their enjoyment promotes life-long participation in cycling INTEGRITY & FAIRNESS We will be unwavering in our assurance all of our activities are undertaken in a fair and transparent manner INCLUSION We will be inclusive and welcoming to the full diversity of people who share our passion of cycling EXCELLENCE We will seek to ensure all of our activities are delivered to the highest standards
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
“TO PROVIDE EACH MEMBER WITH THE VERY BEST OF OPPORTUNITIES TO PURSUE THEIR PASSION - CYCLING.” CNSW’s Mission Statement articulates the organisation’s core drivers or purpose. It is something that resonates with CNSW’s members, people working and volunteering in and for the organisation and acts as a clear signpost for outside stakeholders.
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
To enable us to effectively pursue our Mission and Vision, CNSW has identified the following 4 strategic priorities as the pillars upon which to develop the organisation over the next 3 years
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CLUBS Clubs are a key provider of participation in our sport
PARTICIPATION Participation is fundamental in growing our membership
Our clubs are at the heart of our sport. By working through our clubs we seek to create a delivery network of outlets where our product can be marketed and enjoyed by the cycling public.
People consume cycling in a variety of different formats, from high performance racing to club level competition, semi- formal competitive events, bunch and social rides. Our strategies will embrace each of these formats.
CYCLING NEW SOUTH WALES STRATEGIC PLAN
PATHWAYS High Performance outcomes are the show case for our sport
ORGANISATIONAL STRENGTH Organisational strength underpins all our goals and ambitions
Being an active contributor with our NSWIS and AIS partners in the delivery of high performance pathways, this allows our riders who are pursuing elite competitive targets to reach their best
Alignment and engagement of our stakeholders will support a sustainable business model characterised by strong governance structures, a diversity of revenue streams and development of our human resources on a whole of sport basis
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
“OUR CLUBS ARE AT THE HEART OF OUR SPORT. BY WORKING THROUGH OUR CLUBS OUR PRODUCT CAN BE MARKETED AND ENJOYED BY THE CYCLING PUBLIC.” 14
CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
CLUBS Clubs are the key driver of participation in our sport. Our clubs are at the heart of our sport. By working through our clubs we seek to create a delivery network of outlets where our product can be marketed and enjoyed by the cycling public.
Rationale: CNSW has a strong and traditional base of clubs through which our sport is delivered, he main channel for marketing of cycling as a sport, the delivery of competition and training activities, clubs form an essential component in our ability to deliver our sport to the individual. Clubs are resourced by volunteers who share a passion for cycling and are motivated to share this with others in their community. Their capabilities are varied and are at the whim of changes in the availability and preparedness of those people to be active and engaged deliverers. To assist clubs in performing their tasks it is essential CNSW dedicates resources which assist clubs to develop their own capability and capacity to deliver cycling to their community. Assistance will be through direct assistance and by setting structures in place which clubs can leverage off for their individual and collective benefit. CNSW’s ability to provide opportunities for members is anchored in its ability and that of its member clubs, to offer suitable and accessible racing circuits for both road and track disciplines to individual riders. Creating and retaining our venues at club level is therefore of significant importance to the organisation. Primary Strategies: We will pursue this strategic pillar by:
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Increasing our clubs’ access to more information and direct consultation which will assist them in decision making and guides the conduct of their activities.
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Ensuring CNSW policies and activities encourage club racing outcomes, which includes creating and maintaining road & track venues.
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Developing and hosting training programs to qualify and credential volunteers to undertake essential roles in clubs (eg coaches, traffic management, officiating)
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Developing marketing programs that assist in generating increases in membership numbers
CYCLING NEW SOUTH WALES STRATEGIC PLAN
To allow us to measure our progress towards achieving the primary targets of this strategic priority we have identified the following milestones
Strategy:
Milestones:
By increasing our clubs’ access to more information and direct consultation which will assist them in decision making and guides the conduct of their activities.
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Ensuring CNSW policies and activities encourage club racing outcomes, which includes creating and maintaining road & track venues
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Developing and hosting training programs to qualify and credential volunteers to undertake essential roles in clubs (eg coaches, traffic management, officiating)
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Developing marketing programs that assist in generating increases in membership numbers
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Dedicated Sport & Club Development Co-ordinator appointed Development of benchmarking metrics for use by CNSW & Clubs Individual club needs assessment developed and executed Staging of club “Town Halls” annually Average club satisfaction scores (of CNSW) meet or exceed 85%
Facility and road course audit undertaken and club by club individual strategies developed Successful lobbying of RMS to devise more cost effective and time appropriate traffic management training and credentials Continuous improvement (annual) of the Conditions of Competition to encourage more competitive participation Development of programs and Series’ which result in increased competition participation 100% of club events are sanctioned and approved by CNSW Maintain or increase Open Road events (42 per annum in 2014) Maintain or increase Open track events (27 per annum in 2014) Development of tool to monitor club racing activity
Metrics are developed around the numbers if qualified personnel at clubs to monitor sustainability (i.e. commissaires/ coaches? TMC) Specific needs skills/regions are identified and courses hosted
Marketing collateral to assist clubs with membership marketing developed Cost structures are devised which ensure membership offerings are competitive Value adds to membership improve value proposition to the individual Annual membership numbers of those registered directly with a club increase by 5% year on year 17
CYCLING NEW SOUTH WALES STRATEGIC PLAN
“PEOPLE CONSUME CYCLING IN A VARIETY OF DIFFERENT FORMATS FROM HIGH PERFORMANCE RACING TO CLUB LEVEL COMPETITION, SEMI-FORMAL COMPETITIVE EVENTS, BUNCH AND SOCIAL RIDES” 18
CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
PARTICIPATION Participation is fundamental in growing our membership Strategic Objective: People consume cycling in a variety of different formats from high performance racing to club level competition, semi-formal competitive events, bunch and social rides. Our strategies will embrace each of these formats.
Rationale: Membership numbers are a key driver of CNSW’s success. They drive revenue opportunities, create scale for events, allow clubs to be viable, generate a talent pool of potential elite athletes and enhance the CNSW’s footprint in the community. CNSW has traditionally been focused on membership being derived from competitive cyclists by way of club membership. The growth of cycling in recent years has been occurring in the semi-competitive/non-competitive recreationally based groups. This aligns with Australian trends which indicate people consuming their recreational activity via less organised and less competitive structures. People in these groups are aligned by their passion for cycling and fitness and seek alignment with other like-minded people through activities such as semi organised bunch rides. They also come together under common causes such as safety for cyclists, provision of bike friendly transport routes and general advocacy. By taking an advocacy role for these issues provides CNSW currency within this market segment. By generating a value proposition for recreational cyclists, CNSW can significantly enhance membership numbers, revenue, footprint and
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potential flow through to competitive forms of cycling undertaken by our members clubs. Primary Strategies: We will pursue this strategic pillar by: 1.
Offering a membership value proposition which resonates with competitive & noncompetitive cyclists
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Being an active participant in CA’s nationally branded introduction & development programs
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Creating targeted development activities which harness people’s interest in cycling and positon CNSW as the peak organisation for cycling in NSW
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Developing a relationship within government for broader cycling issues which extends beyond CNSW as a State Sporting organisation
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Developing our own and partnering with existing promoters for the staging of both competitive and mass ride recreational cycling events
CYCLING NEW SOUTH WALES STRATEGIC PLAN
To allow us to measure our progress towards achieving the primary targets of this strategic priority we have identified the following milestones
Strategy:
Milestones:
Offering a membership value proposition which resonates with non-competitive recreational cyclists
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Be an active participant in CA’s nationally branded introduction & development programs
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Create targeted development activities which harness people’s interest in cycling and positon CNSW as the lead organisation for cycling in NSW
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Developing a relationship with government for broader cycling issues which extends beyond CNSW as a State Sporting Organisation
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Developing our own and partnering with existing promoters for the staging of mass ride recreational cycling events
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Revised membership package in market place for 2016 membership year (via effective consultation with CA) Annual marketing plan developed and executed
She Rides “beginner” becomes part of CNSW Development program “She Rides Bunch rides” programs launched Successfully sourced grants to seed fund expansion activities National Junior Cycle Skills courses piloted in NSW CNSW represented in all CA game development working parties
Women’s commission active and generating increased participation – 10% year on year for women’s series events Commencement of “General Game Development” commission Existing Member & General population survey generated annually Fully integrated “activation” hardware purchased and used at 5 x “shows” per annum
Positons on key issues related to general cycling issues (eg licencing, bike paths, safety) developed and articulated to media Ensure media presence when key issues re being considered publically CNSW invited to & present at all respective government departments (Transport, Police, RMS etc) where consultation processes are held
4 x additional mass ride events are sanctioned by 2017. New events are revenue positive for CNSW and generate revenue positive membership increases CNSW actively sought as sanction partner of choice
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
“HIGH PERFORMANCE OUTCOMES ARE THE SHOW CASE FOR OUR SPORT. THESE PATHWAYS ALLOW OUR RIDERS WHO ARE PURSUING ELITE COMPETITIVE TARGETS TO REACH THEIR VERY BEST.” 22
CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
PATHWAYS High Performance outcomes are the show case for our sport. Strategic Objective: Be an active contributor with our NSWIS and AIS partners in the delivery of high performance pathways to allow our riders who are pursuing elite competitive targets to reach their very best.
Rationale: Fundamental to CNSW’s heritage is the pursuit of high performance outcomes for our very best athletes. Through this lens, cycling is a highly competitive pursuit whereby athletes enjoy the rigours of competitions from regional, to state, national and international level. The general public and cycling devotees are inspired by the exploits of leading athletes and share in the excitement of local athletes plying their trade on the world stage. Through this presence on various media we are able to market our sport to a variety of existing and potential participants. It also allows us to put forward to aspiring young athletes a proposition that pursuing a sporting career in cycling in NSW can be rewarding and successful. This extends beyond young athletes and includes those of Masters age seeking competitive high performance outcomes. At state level our major focus is on development and preparing athletes for elevation to national squads and international “Trade Teams”. Well-developed structures will help ensure we retain our best athletes within our sport and our state. Primary Strategies: We will pursue this strategic pillar by:
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Supporting all NSW Academies of Sport structures
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Forming strong and integrated alliances with NSWIS and CA High Performance programs
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Developing structures which allow our best athletes to achieve their potential
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Providing a framework whereby Masters level athletes can pursue high performance outcomes
CYCLING NEW SOUTH WALES STRATEGIC PLAN
To allow us to measure our progress towards achieving the primary targets of this strategic priority we have identified the following milestones
Strategy:
Milestones:
Supporting all NSW Academies of Sport Structures
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Forming strong and integrated alliances with NSWIS and CA High Performance programs
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Developing structures which allow our best athletes to achieve their potential
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Providing a framework whereby Masters level athletes can pursue high performance outcomes
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1 x increase of supported Academies with cycling programs per year. Full representation across all RAS by 2017 3 former RAS athletes graduate to NSWIS scholarships annually 6 RAS athletes graduate to State Development Squad membership annually
NSWIS HC to present biennially to CNSW Board NSWIS Does not enter its own teams in Aust Track Championships Integrated CNSW/NSWIS CAHPU HP plan developed and implemented Athlete feedback reviews initiated 85%+ satisfaction rating 90% uptake of Development squad offer
20 NSW riders achieve national representation annually (all Australian teams incl Paracycling) 33 podiums at National U/19 & Elite events 25 podiums at national paracycling events 37 podiums at national junior events 60 entrants to NJTS annually
85 podiums at national masters events 10 attend World Championships per annum achieving 4 podiums 5% increase in participation at state road and track championships year on year
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
“ORGANISATIONAL STRENGTH UNDERPINS ALL OUR GOALS AND AMBITIONS. WE WILL ENSURE TRANSPARENCY, ENCOURAGE A DIVERSITY OF VIEWS AND CREATE A CULTURE OF RENEWAL.” 26
CYCLING NEW SOUTH WALES STRATEGIC PLAN
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CYCLING NEW SOUTH WALES STRATEGIC PLAN
ORGANISATIONAL STRENGTH Organisational strength underpins all our goals and ambitions. Strategic Objective: Alignment and engagement of our stakeholders will support a sustainable business model characterised by strong governance structures, a diversity of revenue streams and development of our human resources on a whole of sport basis.
Rationale: CNSW enjoys a strong financial positon generated from a history of prudent financial management. Further, a stable operating platform is based on ensuring sound and contemporary governance structures are in operation. Ensuring transparency, encouraging a diversity of views and creating a culture of renewal will help ensure CNSW continues to generate new ideas and approaches as we move to a position of pre-eminence as a cycling body in NSW. CNSW’s Board and management will have well devised policies and pursue an agenda of continuous improvement to ensure CNSW not only keeps pace with the industry at large, but is considered a leader amongst its peers. CNSW has significant reserves when considered against its size. However the annual position remains challenging on the basis its business model represents fixed costs of well over 85% of turnover. Further, the revenue streams are heavily represented by membership subscriptions. Diversification of these revenue streams is therefore essential to allow growth to occur and discussion against any negative trend in its traditional membership base. Scale is an important concept for the organisation, on the basis greater scale will allow it to pursue more operational activities with a higher level of quality. By doing more and doing it better, the value proposition to the membership is increased
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as is the organisation’s footprint and influence within the cycling industry. Further, as our business model is predicated on a high level of volunteerism, it is essential the organisation places a high level of importance on the recognition of these people in our greater organisation. Our ability to provide services to our members and grow the sport will be enhanced by dedicated assistance and to them in their roles. Primary Strategies: We will pursue this strategic pillar by: 1.
Continuing to operate in a financially responsible and efficient manner
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Ensuring performance at all levels of the organisation is reviewed and a continuous improvement philosophy is embedded in CNSW operations
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Fully leveraging existing commercial arrangements and properties and development new opportunities for new corporate partnerships
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Determining a specific strategy around rationalisation
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Developing strategies to engage and develop volunteers and officials
CYCLING NEW SOUTH WALES STRATEGIC PLAN
To allow us to measure our progress towards achieving the primary targets of this strategic priority we have identified the following tactics and associated milestones
Strategy:
Milestones:
Continuing to operate in a financially responsible, transparent and efficient manner
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Annual profit to exceed earning from interest Each business unit to operate to budget annually Grants & general sponsorship to account for min 10% of T/O
Ensuring performance at all levels of the organisation is reviewed and a continuous improvement philosophy is embedded in CNSW operations
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A skills matrix for the Board which guides future appointments is developed Annual reports are based on performance against the strategic plan Operational & Risk Management Plans are developed and progress reported to the Board quarterly The Board undertakes Board reviews of its own performance Accident levels in sport are reduced per capita of involvement Zero instances of preventable non sport risk occurrences
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Fully leveraging existing commercial arrangements and properties and development new opportunities for new corporate partnerships
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Determining a specific strategy around rationalisation
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Developing strategies to engage and develop volunteers and officials
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1 x new commercial general commercial sponsor is bought on annually All existing sponsors by number are retained annually
White paper developed for potential amalgamations SLA with CA signed which articulates services, consideration and term A specific position is taken by the Board with respect to collaboration with BNSW, MTBA and BMX NSW
Outcomes are aligned to the metrics described in Priority one, clubs
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