HKRU Strategic Plan 2020-2023

HONG KONG RUGBY UNION

STRATEGIC PLAN

香港欖球總會策略計劃 2020 - 2023

A GAME FOR ALL

2020-23 STRATEGIC PLAN SUMMARY Over the past two decades the financial success of the Hong Kong Sevens has facilitated significant investment in the game that has resulted in a strong and vibrant rugby community; we live in changing and challenging times, however, and it is prudent that we now agree on a model that will safeguard the future of the game in Hong Kong.

We need to build consensus by collecting and evaluating data, and using it to inform our decision-making process – and link resources to achievement.

Furthermore, we must place our core values at the very heart of all we do and prevent the erosion of rugby’s traditions and beliefs. We need to ensure that rugby stays relevant in the Hong Kong context - we must position ourselves as a positive force in society playing a role in key issues such as health, education, an inclusive society, and environmental awareness.

Photo Credit: Clicks Image

The wellbeing of all involved in the game is critical, and the Union’s role should be to put resources into developing best practice, cutting-edge programmes, building strategic partnerships at Governmental and institutional level, and then capacity building our clubs to equip them with the hardware and software to cement their place as relevant, impactful, sustainable hubs in their local communities.

At the community end of the game the Union will continue to maintain current investment levels in terms of both dollar spend and staffing levels to support the grassroots game, while at the elite end the Union will continue to work closely with the Hong Kong Sports Institute, the Sports Federation & Olympic Committee, Asia Rugby, World Rugby and Global Rapid Rugby to create a culture of excellence where our players, coaches, match officials and medics can realise their potential and participate at the highest international level.

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

HKRU’S STRATEGIC FRAMEWORK VISION STATEMENT

PURPOSE STATEMENT

“A GAME FOR ALL” Below purpose to be achieved while maintaining our core values of Inclusivity, Respect, Integrity, and Excellence; ENHANCE & PROMOTE THE GAME

GREATER INCLUSION & PARTICIPATION

To enhance and promote the game of rugby in the Hong Kong community

To encourage greater inclusion and participation in rugby at all levels of the game

SUSTAINABLE HIGH PERFORMANCE PLATFORM To support and develop a sustainable platform for our national teams to succeed at high performance/ international levels

CORE VALUES

STRATEGIC PLAN THEMES

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INCLUSIVITY

RESPECT

INTEGRITY

EXCELLENCE

ENGAGE

RETAIN

PERFORM

SUSTAIN

HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

ENGAGE STRATEGIC GOAL

PLAYING

VOLUNTEERING

BUILD THE HKRU BRAND

#1

ENCOURAGE INVOLVEMENT in rugby union across the entire spectrum of the game

STRATEGIC OBJECTIVES

COACHING

Building the HKRU brand across the community, including the Greater Bay Area, emphasizing the benefits of rugby, particularly around the game’s values, and education, health and well-being.

OFFICIATING

SPECTATING

#1.1 IDENTIFY KEY FACTORS OF ENGAGEMENT SUCCESS/FAILURE

SET ACTION POINTS

Union and clubs to agree a brief for external market research to identify the key factors that influence engagement success/failure across different sections of society – parents/youth/adults, etc. Use those findings to set further Action Points with measurable KPIs.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#1.2

PROMOTE ENGAGEMENT IN THE GAME

LAUNCH A CAMPAIGN

Define the HKRU brand, incorporating the market research findings, and launch a campaign across the community to promote engagement in the game.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#1.3 COMMUNITY ENGAGEMENT Help clubs to better integrate and understand the communities in which they operate - community engagement.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

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ENGAGE STRATEGIC GOAL

#2

ENCOURAGE INVOLVEMENT in rugby union across the entire spectrum of the game

PLAYING

STRATEGIC OBJECTIVES

COACHING

PLAYER TRANSITION

OFFICIATING

MINI VOLUNTEERING

SPECTATING

YOUTH

TERTIARY

SENIOR

Collaborating with clubs, schools and tertiary institutions to encourage alignment with HKRU strategy and a seamless pathway structure that transitions players from Mini to Youth, Tertiary and Touch to the senior game.

#2.1 PARTICIPATION IN THE LOCAL YOUTH COMMUNITY Focusing on utilizing and supporting the Education University “Try Rugby” programme with HKSSF support as primary drivers of participation in the local youth community and align across to mini rugby clubs with the introduction of FIT touch coaching, playing and tournaments at the appropriate age levels.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#2.2 INTEGRATED SEASON CALENDAR

FACILITATE MAXIMUM PARTICIPATION

Produce an integrated season calendar that co-ordinates the schools, tertiary and clubs’ programmes and competitions, both contact and touch, to facilitate maximum participation.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

2019/20 2020/21 2021/22 2022/23

ENGAGE STRATEGIC GOAL

#3

ENCOURAGE INVOLVEMENT in rugby union across the entire spectrum of the game

PLAYING

VOLUNTEERING

STRATEGIC OBJECTIVES

COACHING

OFFICIATING

ENGAGE WITH KEY STAKEHOLDERS

DEVELOP STRATEGIC PARTNERSHIPS

SPECTATING

Engaging with key stakeholders locally and internationally and developing strategic partnerships which support the growth of rugby in Hong Kong.

#3.1 GOV

SF&OC

HKSI

HKSSF USF

MAINTAIN STRONG PARTNERSHIPS

Union maintaining strong partnerships with Government, HKSI, SF&OC, HKSSF, USF and other National Sports Associations.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#3.2 BUILD STRATEGIC PARTNERSHIPS Union building strategic partnerships with schools, tertiary institutions, District Sports Associations, and NGOs and then provide introductions to our clubs as appropriate to facilitate their own partnerships across both the male and female game.

BY END OF SEASON

#3.3

2019/20 2020/21 2021/22 2022/23

HKRU

INTERNATIONAL STRATEGIC PARTNERSHIP

WORLD RUGBY ASIA RUGBY

Union maintaining strategic partnerships internationally with Asia Rugby and World Rugby, and to explore project-based partnerships with other Unions and key influencers in the rugby community based around sharing best practice in areas aligned to HKRU Strategic Goals.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

2019/20 2020/21 2021/22 2022/23

RETAIN STRATEGIC GOAL KEEP INDIVIDUALS

involved in rugby union by meeting their needs, including…

STRATEGIC OBJECTIVES

REGULAR ACCESS TO QUALITY FACILITIES

#1

Providing regular access to quality facilities in relation to both the playing and supporting of rugby.

#1.1 BUILD CAPACITY Aim to build capacity associated with existing pitch access as well as identify opportunities for the development of new playing facilities.

BY END OF SEASON

#1.2

2019/20 2020/21 2021/22 2022/23

IDENTIFY NEW PLAYING FACILITIES

Work with Government and other relevant parties in a collaborative manner to identify land and buildings suitable for both new playing facilities and the hosting of rugby related events.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#1.3 ENSURE LONG TERM PITCH SECURITY Seek to ensure the long term security of King's Park and Tin Shui Wai Grounds initially through renewal of Short Term Tenancy and then explore options for longer lease.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

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RETAIN STRATEGIC GOAL KEEP INDIVIDUALS

involved in rugby union by meeting their needs, including…

STRATEGIC OBJECTIVES

PROVIDE TOP CLASS EXPERIENCE

#2 PLAYING

COACHING

OFFICIATING

EDUCATION ADMINISTRATION

Striving to provide a top class, safe and engaging experience wherever rugby is played excellence in playing, coaching, officiating, education and administration.

#2.1

DEVELOP CLUB & SCHOOL ACCREDITATION SYSTEM

Using the market research findings, and referencing global models, agree on best-practice for Union and clubs and schools in Hong Kong context, and develop an associated accreditation system.

BY END OF SEASON

#2.2

2019/20 2020/21 2021/22 2022/23

HEAD OF BUSINESS DEVELOPMENT

Appoint a Union Head of Business Development to lead club engagement process supported by staff equipped with the relevant skills and training.

BY END OF SEASON

#2.3

2019/20 2020/21 2021/22 2022/23

MISSION STATEMENTS

Assist each club to produce a mission statement by 2021 which outlines what they aim to achieve, ethos of the club and their core values.

BY END OF SEASON

#2.4

2019/20 2020/21 2021/22 2022/23

PATHWAY TO ACCREDITATION

Develop a pathway to assist clubs and schools to achieve accreditation – workshops, seminars, etc

BY END OF SEASON

#2.5

2019/20 2020/21 2021/22 2022/23

IDENTIFY “CHAMPIONS”

Identify “Champions” in each club to ensure the sustainability of the accreditation, and support with a volunteer reward & recognition programme.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

2019/20 2020/21 2021/22 2022/23

RETAIN STRATEGIC GOAL KEEP INDIVIDUALS

involved in rugby union by meeting their needs, including…

STRATEGIC OBJECTIVES

#3

HONG KONG PLAYERS “A GAME FOR ALL”

RECRUITMENT

DEVELOPMENT

RETENTION

Adopting a holistic approach to player recruitment, development and retention throughout all levels of the game in Hong Kong.

#3.1

MAXIMISE ELITE PLAYER RETENTION

Maximising elite player retention for both male and female players through the continual improvement of National Development Structures including NAG U14/U16/U18, Star, Warrior, Podium programmes, Premier Club Academies, Overseas Player Tracking through to our National U20s squads and senior domestic leagues.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#3.2 MINIMIZE DROP-OUT RATES Work in partnership with all stakeholders to develop initiatives targeting transition points at all levels and ages to minimize drop-out rates, including an extension of the Touch pathway.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#3.3 DEVELOP COACH EDUCATION Develop coach education and development courses that include specific engagement and retention modules and strategies with an emphasis on fun and skill development.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

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PERFORM STRATEGIC GOAL DEVELOP & MAINTAIN AN EVALUATIVE CULTURE

across the game (Union, clubs and schools) where performance is valued, sought out, and seen as essential to good management by…

STRATEGIC OBJECTIVES

#1

MONITORING & EVALUATION FRAMEWORK Implementing a monitoring and evaluation framework, and utilizing it as an integral part of planning, budgeting, implementation, and review.

#1.1 FIT-FOR-PURPOSE DATA SYSTEMS Consolidate data needs and review existing systems to ensure they are fit-for-purpose.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#2 ACCOUNTABILITY Creating a culture of accountability

#2.1 METRIC-DRIVEN EVALUATION Introduce and champion decision-making process through metric driven evaluation, based on a set of agreed KPIs, and link resources to achievement, on and off the pitch.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

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SUSTAIN STRATEGIC GOAL DEVELOP AN OPERATING MODEL

that safeguards the long-term future of rugby union in Hong Kong by…

STRATEGIC OBJECTIVES

BUILD CAPACITY& EXPERTISE

#1 MARKETING

SPONSORSHIP

MEDIA

COMMUNICATIONS

“A GAME FOR ALL”

VOLUNTEER RECRUITMENT

RETENTION

Continuing to build capacity and expertise within the Union across areas such as marketing, sponsorship, media and communications, volunteer recruitment and retention, and to provide capacity building opportunities for clubs within these areas

#1.1

DEVELOP ENGAGEMENT SYSTEM

Developing an engagement programme to support clubs with their sponsors.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#1.2

TOP CLASS TRAINING & EDUCATION

Continuing to offer access to top class training and education courses for coaches, match officials and medics.

BY END OF SEASON

#1.3

2019/20 2020/21 2021/22 2022/23

DEVELOP VOCATIONAL PATHWAYS

Developing vocational pathways in partnership with schools, tertiary institutions and businesses across all sectors of the Union - both entering into and transitioning out of the game.

BY END OF SEASON

#1.4

2019/20 2020/21 2021/22 2022/23

ADOPT BEST PRACTICE

Ensuring Union adopts best practice with regards our own work place environment and HR policy.

BY END OF SEASON

#1.5

2019/20 2020/21 2021/22 2022/23

DELIVER ETHICAL, ECO-FRIENDLY & SUSTAINABLE EVENTS

Ensuring Union adopts best practice with regards delivering ethical, eco-friendly and sustainable events.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

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SUSTAIN STRATEGIC GOAL DEVELOP AN OPERATING MODEL that safeguards the long-term future of rugby union in Hong Kong by…

STRATEGIC OBJECTIVES

#2

REVENUE OPTIMISATION & GENERATION REAL and Union Commercial team are optimising existing revenue streams as well as developing new opportunities for revenue generation – prioritizing the continued success of the Hong Kong Sevens.

#2.1 GENERATE ADDITIONAL RECURRING PROFITS

HK$7M

To generate additional recurring profits of HK$7m from events and concepts outside the Hong Kong Sevens by the end of the strategic plan period.

BY END OF SEASON

2019/20 2020/21 2021/22 2022/23

#3 HKRU

CLUBS

SUSTAINABLE BUSINESS MODEL

Union and clubs creating a sustainable business model that is fit for purpose going forward.

#3.1 HKRU

CLUBS SCHOOLS

FINANCIAL SELFSUFFICIENCY

Reviewing existing model of Union financial support to clubs and schools, referencing agreed KPIs, capacity building and greater financial selfsufficiency by 2024.

BY END OF SEASON

#3.2

2019/20 2020/21 2021/22 2022/23

BREAK-EVEN BASIS FOR P&L

Union operating at a minimum on break-even basis for P&L annually from 2021 to 2023.

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

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SUSTAIN STRATEGIC GOAL DEVELOP AN OPERATING MODEL that safeguards the long-term future of rugby union in Hong Kong by…

STRATEGIC OBJECTIVES

#4

ENSURE ROI & RESOURCES TO SUPPORT HK RUGBY

Ensuring that the Union receives an appropriate return on investment in relation to resources deployed to support the development of rugby in Hong Kong, and prioritising expenditure if and as needed.

#4.1

BY END OF SEASON

#4.2

BY END OF SEASON

#4.3

BY END OF SEASON

#4.4

BY END OF SEASON

#4.5

BY END OF SEASON

#4.6

BY END OF SEASON

#4.7

BY END OF SEASON

#4.8

BY END OF SEASON

#4.9

BY END OF SEASON

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HONG KONG RUGBY UNION 2020 - 23 STRATEGIC PLAN

MEN XVS TO QUALIFY RWC REPECHAGE 2023 2019/20 2020/21 2021/22 2022/23

MEN XVS TO MAINTAIN TOP 24 WORLD RUGBY RANKING ON ANNUAL BASIS 2019/20 2020/21 2021/22 2022/23

WOMEN XVS TOP 2 IN ASIA BY 2020 2019/20 2020/21 2021/22 2022/23

WOMEN XVS TO QUALIFY RWC REPECHAGE 2021 & 2025 2019/20 2020/21 2021/22 2022/23

MEN SEVENS TO QUALIFY FOR OLYMPIC GAMES 2020 2019/20 2020/21 2021/22 2022/23

MEN & WOMEN SEVENS PODIUM IN 2022 ASIAN GAMES 2019/20 2020/21 2021/22 2022/23

WOMEN SEVENS TOP 2 IN ASIA BY 2021 2019/20 2020/21 2021/22 2022/23

MEN’S U20S TO QUALIFY FOR THE UNDER 20 JUNIOR WORLD TROPHY ON AN ANNUAL BASIS 2019/20 2020/21 2021/22 2022/23

MEN’S & WOMEN’S SEVENS TO MAINTAIN TOP 2 IN ASIAN SEVENS SERIES ON ANNUAL BASIS 2019/20 2020/21 2021/22 2022/23

2020-23 年

策略計劃

概要

在過去的二十年，香港國際七人欖球賽成功帶來收益，在財 務上支持我們對欖球運動作出重大投資，從而建立了一個強 大而充滿活力的欖球社區。然而，我們生活在瞬息萬變且充 滿挑戰的時代，現在，我們應審慎考慮，訂立一個可以保障 欖球運動未來的模式。 我們需要透過收集和評估數據來建立共識，使我們的決策過 程有充份的根據，並使資源用得其所。 此外，我們必須將欖球運動的核心價值置於所有工作的核心 ，並防止欖球傳統和信念受到侵蝕。我們需要確保欖球在香 港社會保持相關性—我們必須將欖球運動定位為社會中的正 能量，在健康、教育、共融社會和環保意識等關鍵問題上發 揮作用。 參與欖球運動的所有人的身心健康至關重要，而欖球總會的 角色，應是投放資源，以制定及發展最佳作業手法和尖端項 目，以及與政府及不同機構建立戰略夥伴關係，然後為我們 的球會進行硬件和軟件裝備，使他們能鞏固在本地社區中作 為關係密切、有影響力和可持續發展的樞紐的地位。 在欖球運動的社區層面上，香港欖球總會將繼續維持當前的 投資水平，繼續投放資金和人力資源，以支持基層欖球運動 ；而在精英欖球運動層面上，欖球總會將繼續與香港體育學 院、中國香港體育協會暨奧林匹克委員會、亞洲欖球總會、 世界欖球總會及環球極速欖球緊密合作，以營造卓越的文化 ，使我們的運動員、教練、比賽裁判人員和醫護人員能充分 發揮潛力，並參與國際最高水平的賽事。

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香港欖球總會 2020 - 2023 年策略計劃

Photo Credit: Clicks Image

香港欖球總會策略框架 願景聲明 宗旨聲明

欖球運動無界限

在維持我們「共融社會、尊重、誠信和卓越表現」的核心價值 的情況下，實現以下目標︰

優化和推廣 欖球運動 在香港社區優化和推廣 欖球運動。

促進共融及 鼓勵參與 在各層面上促進共融並鼓勵更 多人投入並參與欖球運動。

可持續發展的 高水平欖球平台 支持和開發一個可持續發展的平台， 使我們的香港代表隊在高水平/ 國際賽事上取得成功。

核心價值

策略計劃主旨

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香港欖球總會 2020 - 2023 年策略計劃

共融社會

尊重

誠信

卓越表現

投入參與

保留

表現

持續

投入參與

策略目標

通過以下方式，鼓 勵整個欖球運動不 同範疇的人士加入 參與成為欖球總會 的一份子

策略目的 建設香港欖球總會的品牌

#1 教練

運動員

在整個社區（包括大 灣區）建設香港欖球 總會的品牌，強調欖 球的好處，尤其是圍 繞欖球的價值、教育 及身心健康。

裁判人員

義工

觀眾

#1.1

辨識取決參與度 成敗的關鍵因素

制定行動要點

欖總及球會協定指示進行外部市場研究，以找出影響社會不同界 別(父母、年輕人、成人等)於欖球運動參與度成敗的關鍵因素， 再利用這些研究結果，制定進一步的行動要點及關鍵績效指標 (KPIs)。 2019/20 2020/21 2021/22 2022/23

#1.2 全新企劃

賽季完結前

促進參與 欖球運動

為欖總品牌定義，結合市場研究結果，並在全港開展活動以鼓勵 參與欖球運動。 2019/20 2020/21 2021/22 2022/23

#1.3

賽季完結前

投入社區

投入社區—幫助球會更好地融入和了解其所在的社區。 2019/20 2020/21 2021/22 2022/23

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香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

投入參與

策略目標

通過以下方式，鼓 勵整個欖球運動不 同範疇的人士加入 參與成為欖球總會 的一份子

#2

無縫的發展路徑

教練

運動員

裁判人員

義工

策略目的

觀眾

小童

青少年

大專生

成人

與球會、學校及大專院校合作，鼓勵與香港欖球總會策略保持一 致，建立從小童(小型欖球)到青少年及大專欖球，及從非撞式欖球 到成人比賽的一條無縫的發展路徑。

#2.1 參與本地青少年社區 集中利用及支持教育大學「欖球體驗」計劃，在香港學界體育聯 會的支持下，作為參與本地青少年社區的主要推動力，同時對小 型欖球會亦一致支持，在不同的年齡組別引入國際非撞式欖球聯 盟(FIT)非撞式欖球培訓、比賽及錦標賽。 2019/20 2020/21 2021/22 2022/23

賽季完結前

#2.2 製作綜合 賽季日曆

促進各方 最大參與度

製作一個綜合的賽季日曆，協調學校、大專院校和球會的傳統和 非撞式欖球活動及比賽，促進各方最大的參與度。 2019/20 2020/21 2021/22 2022/23

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香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

投入參與

策略目標

通過以下方式，鼓 勵整個欖球運動不 同範疇的人士加入 參與成為欖球總會 的一份子

策略目的

#3

教練

運動員

與主要利益 持份者合作

發展策略 夥伴關係

裁判人員

義工

觀眾

與本地和國際上的主要利益持份者合作，並發展戰略夥伴關係， 以支持香港欖球的發展。

#3.1 GOV

SF&OC

HKSI

HKSSF USF

維持強大 合作夥伴關係

欖總與政府、香港體育學院、中國香港體育協會暨奧林匹克委員 會、香港學界體育聯會、大專體育協會及其他體育總會維持強大 的合作夥伴關係。 2019/20 2020/21 2021/22 2022/23

#3.2

賽季完結前

建立策略 夥伴關係

欖總與學校、大專院校、地區體育會及非政府組織建立策略夥伴 關係，從而為合適的球會提供介紹，促成他們在男、女子欖球運 動上的合作。 2019/20 2020/21 2021/22 2022/23

#3.3

國際策略 夥伴關係

欖總

賽季完結前

世界欖球總會 亞洲欖球總會

欖總與亞洲欖球總會及世界欖球總會維持國際策略夥伴的關係， 並探索與其他欖球聯會和欖球界具關鍵影響力的單位以項目形式 合作，在與欖總策略目標一致的領域上分享最佳作業手法。 2019/20 2020/21 2021/22 2022/23

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香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

保留

策略目標

通過滿足各人的需 要，讓他們繼續留 在欖球總會，包括 下列各項……

策略目的

#1

提供優質設施的長期使用權

提供優質的欖球比賽和支援設施的使用權。

#1.1 擴展球場的 使用權 爭取擴展現時球場的使用權，並尋找開發新場地的機會。 2019/20 2020/21 2021/22 2022/23

#1.2

賽季完結前

尋找新場地設施

與政府和其他有關方面合作，共同尋找適合作為新欖球場及舉辦 欖球相關活動的土地與建築。 2019/20 2020/21 2021/22 2022/23

賽季完結前

#1.3 確保可長期 使用場地 尋求確保可長期使用京士柏運動場及天水圍運動場之方法，首先 是通過續約短期租賃，然後探索更長期的租賃的可能性。 2019/20 2020/21 2021/22 2022/23

P.19

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

保留

策略目標

通過滿足各人的需 要，讓他們繼續留 在欖球總會，包括 下列各項……

策略目的 提供一流的欖球運動體驗

#2 運動員

教練

裁判

教育

行政管理

努力在任何欖球比賽中提供一流、安全和引人入勝的體驗—在球員、教練、裁 判、教育及行政管理方面均能表現出色。

#2.1

開發球會及 學校認證系統

利用市場研究結果，並參考環球個案，協定出適用於香港的欖球 總會、球會及學校的最佳作業操守，並開發相關的認證系統。 2019/20 2020/21 2021/22 2022/23

#2.2

賽季完結前

業務發展負責人

任命欖球總會業務發展負責人帶領球會加入參與過程，並由具備 相關技能及受過相關培訓的職員協助。 2019/20 2020/21 2021/22 2022/23

#2.3

賽季完結前

訂立使命聲明

協助每個球會在2021年前訂立使命聲明，概述他們的目標、球會 的精神及核心價值。 2019/20 2020/21 2021/22 2022/23

#2.4

賽季完結前

開發認證途徑

開發協助球會獲得認證的途徑—工作坊、講座等。 2019/20 2020/21 2021/22 2022/23

#2.5

賽季完結前

識別球會「專員」

識別每個球會的「專員」，以確保球會認證系統的可持續性，並 輔以志願獎勵及認可計劃作支持。 2019/20 2020/21 2021/22 2022/23

P.20

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

保留

策略目標

通過滿足各人的需 要，讓他們繼續留 在欖球總會，包括 下列各項……

策略目的 香港所有級別的球員

#3

欖球運動無界限

招募

發展

保留

採用全面性的方法在香港所有級別的欖球招募、發展和保留球員。

#3.1

竭盡所能留住精英球員

通過不斷改進社區發展架構，包括分齡代表隊(14歲以下/ 16歲以 下或18歲以下)、Star計劃、香港戰士、頒獎台扶植計劃、超級聯 賽球會學院計劃、海外球員追蹤，以至到我們的20歲以下代表隊 及成人本地聯賽，最大限度地留住男子和女子精英球員。 2019/20 2020/21 2021/22 2022/23

賽季完結前

#3.2 減少退出欖球圈子的比率

與所有利益持份者合作，針對各級與各年齡組別的過渡點制定舉 措，以盡量減少退出欖球圈子的比率，包括延長非撞式欖球的發 展路徑。 2019/20 2020/21 2021/22 2022/23

賽季完結前

#3.3 發展教練 培訓課程 發展教練培訓課程，包括針對投入及保留參與的課程及著重趣味 與技術發展的策略。 2019/20 2020/21 2021/22 2022/23

P.21

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

表現

策略目標

在整個欖球界（欖總、球會和學校） 發展和維持一種評估文化，重視及尋 求表現水平，並且執行以下事項，對 良好管理至關重要……

策略目的

#1 實施監察和評估框架 實施監察和評估框架，並將其用作計劃、預算、實踐和審查的一部分。

#1.1 符合用途的 數據系統 合併數據需求並審查現有系統，以確保它們符合用途。 2019/20 2020/21 2021/22 2022/23

賽季完結前

#2 問責文化 建立問責文化。

#2.1

以指標為 基礎的評估

引入以指標為基礎的評估及決策過程，根據協定的關鍵績效指標 (KPIs)，在球場內外投放資源，達至成果。 2019/20 2020/21 2021/22 2022/23

P.22

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

持續

策略目標

通過以下方式，開發一種守 護香港欖球總會長遠未來的 運營模式……

策略目的 增強實力及專業知識

#1

市場營銷

贊助

通訊

媒體

義工招募

“A GAME FOR ALL”

保留

繼續在欖總內不同範疇如營銷、贊助、媒體及通訊、義工招募和保留等增強實 力及專業知識，並為球會提供能力建設的機會

#1.1

開發系統鼓勵參與

開發一項鼓勵投身欖球運動的計劃方案，以支持球會及其贊助商。 2019/20 2020/21 2021/22 2022/23

#1.2

賽季完結前

頂尖的培訓及 教育課程

繼續為教練、賽事裁判人員及醫務人員提供一流的培訓及教育 課程。 2019/20 2020/21 2021/22 2022/23 賽季完結前

#1.3

發展職業路徑

與學校、大專院校及企業合作，在欖總的不同領域(不論是加入或 退出欖球運動)發展職業路徑。 2019/20 2020/21 2021/22 2022/23

#1.4

賽季完結前

採用最佳作業手法

確保欖總在自身工作環境及人力資源政策方面採用最佳作業手法。 2019/20 2020/21 2021/22 2022/23

賽季完結前

#1.5

舉辨符合道德操守、 環保及可持續發展的活動

確保欖總採用最佳作業手法，使舉辦之活動符合道德操守、環保及 可持續發展的元素。 2019/20 2020/21 2021/22 2022/23

P.23

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

持續

策略目標

通過以下方式，開發一種守 護香港欖球總會長遠未來的 運營模式……

策略目的

#2

收益最大化及開源 亞洲橄欖球運動娛樂活動有限公司及香港欖球總會商業團隊正在 優化現有收入來源，並開發新的收益機會—香港國際七人欖球賽 的持續成功最為優先重要。

#2.1

創造額外的 經常性利潤

港幣七百萬元

在策略計劃時間表結束前，透過香港國際七人欖球賽以外的活動 及概念，創造額外港幣七百萬元的經常性利潤。 2019/20 2020/21 2021/22 2022/23

#3

欖總

球會

賽季完結前

可持續發展的經營模式

欖總與球會創建符合未來目標的可持續經營模式。

#3.1

欖總

球會 學校

財務上 自給自足

參考協定的關鍵績效指標(KPIs)，審視欖總對球會和學校財務支持 的現有模式，提升財政能力，及至2024年在財務上更能自給自足。 2019/20 2020/21 2021/22 2022/23

#3.2

賽季完結前

收支平衡

欖總從2021至2023年每年最少要做到收支平衡。 2019/20 2020/21 2021/22 2022/23

P.24

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

持續

策略目標

通過以下方式，開發一種守 護香港欖球總會長遠未來的 運營模式……

策略目的

#4

確保投資回報及 資源足以支持 香港欖球發展

確保欖總用於支持香港欖球發展的資源能獲得相當的回報，並根據需要(如有) 對支出進行優先排序。

#4.1

男子十五人欖球代表隊晉身2023年 欖球世界盃外圍賽

2019/20 2020/21 2021/22 2022/23

#4.2

男子十五人欖球代表隊年度 世界排名維持在首24名

2019/20 2020/21 2021/22 2022/23

#4.3

女子七人欖球代表隊到2021年 在亞洲排名前二

2019/20 2020/21 2021/22 2022/23

#4.8

香港欖球總會 2020 - 2023 年策略計劃

賽季完結前

賽季完結前

男子女子七人欖球代表隊每年於 亞洲七人欖球系列賽排名前二

2019/20 2020/21 2021/22 2022/23

P.25

賽季完結前

男子U20代表隊每年獲取 世界青年欖球盃參賽資格

2019/20 2020/21 2021/22 2022/23

#4.9

賽季完結前

男子及女子七人欖球代表隊在 2022年亞運會獲取頭三甲位置

2019/20 2020/21 2021/22 2022/23

#4.7

賽季完結前

男子七人欖球代表隊獲取2020年 奧運會參賽資格

2019/20 2020/21 2021/22 2022/23

#4.6

賽季完結前

女子十五人欖球代表隊隊晉身2021及 2025年欖球世界盃外圍賽

2019/20 2020/21 2021/22 2022/23

#4.5

賽季完結前

女子十五人欖球代表隊到2020年 在亞洲排名前二

2019/20 2020/21 2021/22 2022/23

#4.4

賽季完結前

賽季完結前

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