STRATEGIC

PLAN
2008 - 2013
FOUNDATION FOR ALL SPORTS
Date: September 2008
ALA Strategic Plan

CONTENTS

FORWARD....................................................................................................................................4
1 INTRODUCTION..................................................................................................................5
1.1 Purpose..............................................................................................................................5
1.2 The Little Athletics Community.........................................................................................5
1.3 Stakeholders......................................................................................................................6
1.4 Governance Structure of ALA Management.....................................................................8
1.4.1 Government of the ALA.........................................................................................8
1.4.2 Operational Management of the ALA....................................................................9
1.5 ALA Boundary of Operations.............................................................................................9
2 STRATEGIC CONTEXT........................................................................................................10
2.1 Vision...............................................................................................................................10
2.2 Mission Statement...........................................................................................................10
2.3 Core Values......................................................................................................................11
2.4 Key Attributes..................................................................................................................11
2.5 Desired Attributes............................................................................................................11
3 ORGANISATIONAL ENVIRONMENT ANALYSIS..................................................................12
3.1 The External Environment...............................................................................................12
3.2 The Internal Environment................................................................................................12
3.3 The Financial Environment..............................................................................................12
3.4 Public Image.....................................................................................................................12
3.5 Legal Environment...........................................................................................................13
3.6 Technological Environment.............................................................................................13
3.7 Market Environment........................................................................................................13
3.7.1 Market Segmentation..........................................................................................13
3.7.2 Market Share........................................................................................................15
4 OVERALL ORGANISATIONAL PERFORMANCE..................................................................16
4.1 Critical Success Factors....................................................................................................16

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4.2 Performance Analysis Against Criteria For Success.........................................................16

4.2.1 Membership (Including Market Share)................................................................16
4.2.2 Skill Progression...................................................................................................17
4.2.3 Safety...................................................................................................................17
4.2.4 Financial Viability.................................................................................................17
4.2.5 Regulatory Compliance........................................................................................17
4.2.6 Image and Reputation..........................................................................................19
5 FUTURE VISION................................................................................................................20
5.1 Future Structure..............................................................................................................20
5.2 Future Expansion of ALA Supported Programs...............................................................20
5.3 Future Program Delivery Mechanisms............................................................................20
5.4 Future Market Position....................................................................................................20
5.5 Future Financial Position.................................................................................................20
5.6 Future Operational Environment and Attention to Safety..............................................20
5.7 Future Public Image and Reputation...............................................................................21
6 ENABLING AND DISABLING FACTORS (S.W.O.T.)...............................................................22
6.1 Enabling Factors For Success...........................................................................................22
6.1.1 Strengths..............................................................................................................22
6.1.2 Opportunities.......................................................................................................23
6.2 Disabling Factors Against Success....................................................................................24
6.2.1 Weaknesses.........................................................................................................24
6.2.2 Threats.................................................................................................................24
7 STRATEGIES TO ACHIEVE FUTURE VISION........................................................................25
7.1 Future Structure..............................................................................................................25
7.2 Future Expansion of Little Athletics.................................................................................25
7.3 Future Program Delivery Mechanisms............................................................................25
7.4 Future Market Position....................................................................................................27
7.5 Future Financial Position.................................................................................................28
7.6 Future Operational Environment and Attention to Safety..............................................29
7.7 Future Public Image and Reputation...............................................................................29
7.8 Other Associated Strategies Required to Achieve Future Vision....................................29

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7.8.1 Improve Corporate Governance.............................................................................3

8 MONITOR AND REVIEW...................................................................................................31
8.1 Monitoring Progress........................................................................................................31
8.2 Amendments...................................................................................................................31
8.3 Reports.............................................................................................................................31
8.4 Key Performance Indicators (KPIs)...................................................................................32
9 Appendix: ACTION PLAN..................................................................................................33

Figures

Figure 1-1: The Little Athletics Network......................................................................................6

Figure 1-2: Structure of the ALA..................................................................................................8
Figure 2-1: The cornerstones of our mission.............................................................................10
Figure 3-1: Catering for all capability levels..............................................................................14
Figure 3-2: Sources of recruitment...........................................................................................15

Tables

Table 1-1: Stakeholders...............................................................................................................7

Table 4-1: Critical Success Factors.............................................................................................16

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ALA Strategic Plan

FORWARD

The promulgation of this Strategic Plan marks a milestone in the development of Australian Little Athletics (ALA) towards a greater focus in the future
direction of the sport in Australia over the next 5 years.

The evolving environment we now find ourselves operating in is much more volatile and competitive than was experienced when Little Athletics was first
introduced in 1964. For us to survive and grow, we must be aware of the changing socio-economic, political and demographic environment and how it is
impacting upon our sport, and adapt our product so that it continues to meet the needs of the local communities.

With this changed environment however, also comes an opportunity for Australian Little Athletics to take advantage of the Government and general
community’s growing awareness of long term risks, such as the effects of obesity, that are a direct result of our current lifestyle and our younger
generation’s propensity for sedentary type entertainment such as computer games.

Much research has also been conducted on the benefits that accrue to local communities and society as a whole, through the engagement of Australia’s
youth in sporting activities – be they structured or unstructured. Young people involved in sport tend to:

1. Tolerate people from different communities both locally and internationally;

2. Tolerate people with different cultures or religious backgrounds;
3. Be more disciplined in their approach to their education studies, and evidence suggests their results improve as a result;
4. Be more confident and communicate more effectively with others;
5. Be less likely to be involved in crime;
6. Be less likely to fall pregnant as a teenager;
7. Interact better with adults and integrate more effectively into their local community – i.e. they become better corporate citizens; and
8. Because of the individual nature of athletic activities, more able to accept responsibility for their actions.
We need to get in on the groundswell so to speak and market ourselves around these findings (before other sporting organisations do).

Little Athletics is truly a “Foundation For All Sports”.

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I enthusiastically endorse this Plan and look forward to implementing the many strategies identified within.

Adam Wallish
CEO
Australian Little Athletics

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ALA Strategic Plan

1 INTRODUCTION

1.1 Purpose

This Strategic Plan establishes the vision, mission and strategic objectives of Australian Little Athletics to the Year 2013. It also establishes its goals until
2013 and sets down, in broad terms, how these established goals would be achieved.

Once endorsed by ALA Conference, the Strategic Plan will be reviewed annually by the ALA BOM and if amended, submitted to the ALA Half Yearly or
Annual Conference for endorsement and the adoption of new or revised strategic objectives, complete with supporting programs, so that it remains a
living document that is regularly improved.

1.2 The Little Athletics Community

The Little Athletics community, as depicted in Figure 1 -1, consists of a network of individuals and organisations that are involved with ALA. These
include:
1. The ALA Conference members, ALA Board of Management (BOM) and the ALA Executive;
2. The State and Territory affiliated Associations;
3. Centres and Clubs;
4. Volunteer participants;
5. External Stakeholders; and
6. Members and their parents.

Figure 1 -1 also demonstrates that communication needs to occur between stakeholders at all levels and ALA.

Members and their parents provide the participants and the volunteers respectively (although some volunteers come from the wider community), while
Centres and Clubs are the foundation stones upon which the parent Association and ultimately ALA relies for support and implementation of its plans
and policies.

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The volunteer participants provide the administrators of our sport, undertake the planning and provide the officials to conduct the sport, and coaches
provide the overall development of our participants.

Each of these facets of the Little Athletics network is an essential component that needs to be considered when formulating the strategic plan, and is
critical in determining the success or failure of ALA achieving its long-term objectives and goals. Individuals within each of these organisations can have
a powerful influence on ALA outcomes, and as such, are called stakeholders. Stakeholders are discussed in detail in Section 1.3.

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Figure 1-1: The Little Athletics Network

Volunteer Participants Sponsors

Little Athletics
Sports Industry Facility Owners
(Admin & Corporate)

Centres & Clubs Members (& their Parents)

1.3 Stakeholders

It is important to understand which individuals or organisations can influence the success of ALA or who are, in turn, influenced by ALA. These are called
stakeholders, and they may include internal and external individuals and organisations that have a perceived or actual interest in ALA. Stakeholders may
be allies in the success of an organisation, or, where their objectives diverge from those of the organisation, they may be sources of risk, so we need to
identify them and analyse their needs or concerns.

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Understanding the needs and concerns of a stakeholder enables us to work towards addressing them, and influences the way and regularity in which we
communicate with them. Information captured through stakeholder analysis may or may not be shared with other stakeholders, depending on such
issues as the uncertainty of the information at the time and/or the need to keep certain information confidential for the time being or from certain
stakeholders.

Stakeholder dialogue needs to be continuous, particularly where new initiatives are involved. It is important to understand that the level of stakeholder
concern may change in response to new information, either because the stakeholder’s needs and concerns have been addressed, or because new
information has given rise to new needs, issues and/or concerns. It is also valid for different stakeholders to have different opinions and different levels
of knowledge regarding a particular issue. Care must be taken to balance these legitimate interests while avoiding involvement of those who would use
the process as a forum for other purposes. Table 1 -1 provides a list of stakeholders with a perceived or actual interest in ALA.

Table 1-1: Stakeholders

Stakeholder Aims and concerns
Individual members Younger members: To have fun, be with their family and enjoy
premium time with their mum and dad.
Older members: To enjoy the social inter-action, achieve their
goals, and for the high-achievers to use the opportunity to
achieve their dreams.
All members: To be able to gain fulfilment through participating
in Little Athletics in a well-organised and safe environment.
Parents Opportunities for their children to grow into adults well prepared
to deal with the challenges of life.
Volunteers/Participants The need to feel wanted, appreciated and to feel that they are
making a worthwhile contribution to the Little Athletics
community.

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Stakeholder Aims and concerns

Coaches Opportunities to coach young children and “grow” through
expanding their knowledge and experience with them as the
young children extend their athletic career.
Athletics Australia To have ALA as the grass roots in junior athletics, and the need to
have as many as possible graduate from Little Athletics into
senior ranks. The likely source of future champions.
Senior Athletics State Flow-on graduation of young athletes continuing into senior
Associations and Clubs athletics.
State Association Member Flow on of benefits that may accrue from having a National body;
Centres and Clubs Opportunity for their members to compete at a National level.
Member State Associations Communication with other States; Possibility of learning from
other States on industry best practice; Sense of belonging to a
family of like interested members; National body leadership,
consistency in the application of policy and direction in a number
of areas; Effective and efficient management of the National
body.
ALA and State LA Association Job security; Career opportunities in sport and recreation.
Employees
Federal and State Profile and image that goes with being associated with a
Government successful community organisation; Re-election.
Federal and State Provide guidelines and legislation on how we conduct the
Departments of Sport and community based activities, and grants for major capital
Recreation investment.
Sponsors Good “corporate citizen” public image through sponsorship
arrangements; Possible gains in sales through sense of loyalty of
sponsored organisation; Direct access to potential customers
through membership database.

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Stakeholder Aims and concerns

Community
Media
Sports Industry, including
the Sporting Goods,
Insurance Industry
Facilities Owners
Others?
Where and when we conduct our activities and provide our
membership.
Good news stories, successful athletes; any newsworthy story –
even scandal.
Business opportunities, business sustainability.
Business opportunities, business sustainability, facilities and
equipment safety, useability and currency.

1.4 Governance Structure of ALA Management

The current structure of the ALA is shown in Figure 1 -2: Structure of the ALA below:

Figure 1-2: Structure of the ALA

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BOM ANNUAL CONFERENCE

(Strategic & Policy (Strategic & Policy

Development) EXECUTIVE Adoption)

(Day-to Day
Management)

Administration
Executive

AFFILIATED ASSOCIATIONS

(Research, Recommendations, Implementation and Overall Direction

1.4.1 Government of the ALA

The government of the ALA is vested in:

a. The Conference/Annual General Meeting (AGM)/Extraordinary Meeting (EM) comprising:

a. The Executive, and
b. Either one (1) or two (2) delegates, representing each of the affiliated Associations and so delegated by each of those affiliated Associations
(it is preferable that the Chairman/President/Managing Director of each affiliated Association be one (1) of the delegates from that affiliated
Association).
a. The Board of Management (BOM) comprising:

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a. The Executive, including the CEO,

b. The Chairman/President/Managing Director of each Association.

It is the responsibility of these two bodies to govern the Association. These two bodies have fiduciary responsibilities to act honestly, in good faith, and
in the best interest of the Association as a whole. They also have a duty to act with care and due diligence in making informed decisions, after reviewing
carefully the risks and opportunities associated with an initiative or activity under consideration.

The roles, responsibilities and authority of each of these bodies are set out in the ALA Constitution.

1.4.2 Operational Management of the ALA

The operational management of the ALA is vested in:

1. The Executive, comprising:

a. President;
b. Administration and Finance Director,
c. Competition and Standards Director, and
d. Chief Executive Officer (CEO).
It is the responsibility of the Executive, supported by the Administration Executive, to manage the day-to-day affairs of the ALA, including the
implementation of agreed strategies and policies in the national environment. The roles, responsibilities and authority of the Executive are set out in the
ALA Constitution.

1.5 ALA Boundary of Operations

The ALA boundary consists of those areas administered by its member State Associations. At present, all States and Territories, except the Northern
Territory, are members of the ALA. However, it is an objective of this Plan for that boundary to extend across all Australian States and Territories.

It is not intended that ALA operations extend beyond Australian recognised Territory.

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2 STRATEGIC CONTEXT

2.1 Vision
Our vision is “to be the foundation sporting activity of choice within the Australian community for all children between the age of 5 and 17.”

2.2 Mission Statement

To provide leadership, guidance and strategic direction for the development of children of all abilities, by promoting positive attitudes and a healthy
lifestyle through family and community involvement in sporting activities.

In deriving our mission, the ALA has asked three basic questions. The answers to these questions provide the cornerstones for our existence and the
building blocks for our mission throughout the life of the ALA. These are demonstrated by Figure 2 -3 below.

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Figure 2-3: The cornerstones of our mission

W
t?

ho
xis

do
ee

w
w

es
do

er
hy

ve
MISSION

?
W

What do we achieve through our existence?

Notes:
1. We exist because there is a perceived need within local communities for an organisation such as ours to deliver modified sporting activities to its
members. Note we will only exist while this perceived need remains relevant.
2. We serve our members (athletes, parents/volunteers), who are our customers.
3. Through our existence we benefit local communities and society as a whole through the development of our members:
a. General motor skills;
b. Communication skills;
c. Inter-personal skills;
d. Sense of community values;

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e. Knowledge of healthy lifestyles; and

f. Tolerance of other people and their custom, religious, language or disability needs.

2.3 Core Values

The core values of the ALA are:

1. We always behave with honesty and integrity;
2. We work together, respect each other and value our diversity;
3. We strive to deliver outstanding service;
4. We are committed to creating a sustainable future; and
5. Our positive and determined approach ensures success.

2.4 Key Attributes

The key attributes of our organisation that we seek to maintain and protect are:
1. Family involvement in activity programs. Parents are encouraged to participate in all activities in some shape or form, whether in a supervisory,
official, coaching, support or administrative role from Centre to National level.
2. Within a supportive and friendly atmosphere, we encourage children to:
a. Enjoy sporting activities;
b. Develop motor skills; and
c. Enjoy social interaction.
3. We place an emphasis on developing a healthy attitude to physical fitness at an early age, which is the key to adopting good habits for life. To
contribute to the development of the fundamental skills in running, throwing and jumping by personal improvement and participation while at the
same time, emphasising family values and enjoyment.
4. The development of children’s character, which will stand them in good stead (within their community) throughout their life.
5. Accessibility of the individual grass roots members to ALA management, and the ability of these members to influence decisions.

2.5 Desired Attributes

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We need to be caring, friendly, approachable, dedicated, inspirational, progressive/innovative, be seen to provide fun and participation and being seen
to be enjoyable. We need to be contemporary, efficient and organised.

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3 ORGANISATIONAL ENVIRONMENT ANALYSIS

3.1 The External Environment

The external environment of ALA is:

1. The regulatory environment is now much more imposing upon voluntary organisations in terms of the number of regulatory controls and reporting
requirements;
2. The market place is now much more diverse with many new and innovative activities with both competitive and non-competitive structures;
3. Demographics – faster pace of society; many more single parents or dual working parents with little time available to invest in recreational
pastimes;
4. Smorgasbord approach to sporting participation means short-term involvement in a chosen sport
5. Attractiveness of non-active amusements such as computer games.

3.2 The Internal Environment

The internal environment of ALA is:

1. Democratic;
2. Grass roots focussed;
3. At all levels of the organisation, the emphasis is on children having fun and generally enjoying the LA competitive environment, although there are
instances of “pushy” parents creating stress to the local environment;
4. Parents are encouraged to become involved in the delivery of the LA product, as either officials, coaches, age managers or administrators;
5. Adults involved in LAs in one form or the other, are extremely passionate and committed to the desired outcomes of the organisation and loyal to
its cause;
6. Administrative organisations tend to be conservative, traditionalist in resisting change to the mechanism for delivery of the LA product (inability to
“get out of the square”).

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3.3 The Financial Environment

The ALA is in a financially strong position and has sufficient reserves to sustain itself for approximately three years should financial support from its
current suite of sponsors suddenly cease. The ramifications of such a situation occurring would require either an injection of funds from member States,
an increase in affiliation fees or a reduction in expenditure in designated areas to enable the ALA to survive.

The ALA operates its Admin & Finance Directors under full accrual accounting processes with all assets being depreciated annually, has a registered ABN
and provides quarterly Business Activity Statements as required under the GST Legislation.

3.4 Public Image

The public image of the ALA is strong with local communities throughout Australia, as is the rapport between State Associations and local education
institutions. Our organisation is seen to be well organised, professionally run and popular with its members. Local State Government Sport and
Recreation Departments perceive the sport of Little Athletics to be a stable organisation and actively support plans to expand into new areas and
improve facilities for our members.

3.5 Legal Environment

The ALA is a fully incorporated body registered in the ACT, and as such is required to operate within the requirements of the Corporations Act and other
legislation of the ACT.

Australians are moving more towards the US litigation environment which is having an impact upon the way we conduct our business as well as the
dimensions of the risks to which we are exposed.

3.6 Technological Environment

The ALA Office is fully automated and modern communication is via email to the ALA BOM, the Executive and State member Associations. Although
electronic timing and photo-finish place judging support the ALACs, the ALA By-Laws require the use of manual watches to record Australian Best
Performances should one be achieved during these Championships.

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3.7 Market Environment

3.7.1 Market Segmentation

The following is a segmentation of the sporting environment we are involved in. This segmentation also includes those organisations that compete with
us for our clientele, either directly or indirectly.
1. We are in a business environment and the business we are in is the provision of sporting activities and participation through sporting competition.
2. The market niche is children between the ages of 5 and 17, and their parents.
3. The sports segment is athletics, where we cater for social athletes, providing a pathway for athletes with potential to progress to elite athletics and
other sports.
4. Those children between the ages of 5 and 8 generally play. They look for fun, enjoyment and gain intrinsic rewards from the gaining of skills and
performance improvements.
5. The children in older age brackets gradually take sport more and more seriously and look to more intrinsic rewards such as public recognition and
high self-esteem, success and general progression in the sport. Other intrinsic rewards include the satisfaction gained from social inter-action with
their peers and treatment with respect from parents and officials in the sport.
6. Demographically, we cater for children from all walks of life, both from the affluent to the poor, irrespective of religion, ethnic background, athletic
capability or capacity. At present, we do not cater specifically for disabled athletes. However, where practicable, athletes with a disability are not
excluded.

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Figure 3-4: Catering for all capability levels

Talented Athlete. Athlete with potential Social Athlete.

Will progress to but is not interested Turns up to LA Meets
elite level in taking athletics beyond for social inter-action
the LAsarena with friends

Most children turn up to compete to the best of their ability at Centre competition and to improve and possibly to compete against other athletes at
carnivals (Regional/State or Territory Championships). But they aren’t interested in taking athletics beyond the Little Athletics arena. At present, we
appear to cater for this group very well.
below indicates the current sources of recruitment for State Associations.

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Figure 3-5: Sources of recruitment

Coaching
Clinics

School Children’s
Visit Peer Group
Program Feedback

Sources
of
Recruitment

School
Publicity Carnivals

Registration
Days

3.7.2 Market Share

Numbers continue to be maintained between around 90,000 and 100,000 members, which reflects the confidence held by the public in Little Athletics as
a safe and rewarding environment within which their children can participate.

Although Australia’s population has grown and continues to grow, the population of Little Athletics’ target group 5-17 years, has remained static. That is,
in the 1996 census, there were 2.57 million children in this age group. In the 2001 census, there were 2.56 million. In the 2006 census data, there were
2.95 million, showing growth in this age group.

This means that the Little Athletics share of the 5-17 years market share has also remained steady.

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4 OVERALL ORGANISATIONAL PERFORMANCE

4.1 Critical Success Factors

The following Critical Success Factors have been identified as a basis for determining whether the ALA has been successful or not in achieving their
objectives and goals set down in this Plan.

Table 4-2: Critical Success Factors

Criterion
Safety
Membership
Skill progression (parents,
volunteers and children)
Financial Viability
Image and Reputation
Regulatory Compliance
Includes
Safety for participants, coaches, officials, spectators,
volunteers.
Growth or decrease in membership, retention levels, strategic
direction, public awareness and interest, market share.
Progression achievement/recognition, intrinsic and extrinsic
rewards.
Direct costs, increase or loss of income/revenue, budget
certainty, sponsorship (private and Government), financial
reserves.
Public image and reputation with stakeholders, regulators,
sponsors and media.
Compliance with the law, regulations, standards of behaviour,
policies, duty of care, rules.

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4.2 Performance Analysis Against Criteria For Success

4.2.1 Membership (Including Market Share)

Our market share is around 4-5% of available clientele.

Our major competitors are Cricket, AFL, Soccer, Netball, and Triathlon (major competitors). Others include Swimming, Adventure Racing, Basketball,
Hockey, Surf Lifesaving (Nippers), non-structured activities such as skate boarding (minor competitors).

While our membership fluctuates, overall it remains fairly static. Given the observation in Section 3.7.2, that the Little Athletics share of the 5-15 years
market share has remained steady, the overall assessment is that our performance is reasonable (or average) against this Critical Success Factor (CSF).

4.2.2 Skill Progression

We should be able to accommodate the needs of all our members. This includes:
1. Parents and children who participate in Little Athletics for either enjoyment or social interaction reasons;
2. Children who have the potential to develop to either an elite level, very good level or will excel in another sport should they chose that path;
3. Parents and volunteers who want to enhance their skills and experience as a coach, official or administrator;
4. Parents who are time starved in the current “fast lane” societal environment.

ALA overall lacks the people with the necessary experience, qualification and skills to effectively impart the knowledge to enable the skill progression of
our members (parents, volunteers and children).

The overall assessment is that we are performing poorly against this CSF.

4.2.3 Safety

Feedback from the insurance industry is that our claims history is poor. That is, the number and value of claims in the past have been high considering
our assessment that we are a low risk sporting activity. However, most of the significant claims have occurred well into the past. It is interesting that

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from approximately 2003, the number and value of claims have been diminishing which would suggest improved risk management practices at the
Centre, State and National competitions levels.

The overall assessment is that while we are improving our performance against this CSF, there is still scope for improvement.

4.2.4 Financial Viability

ALA is financially secure. Our reserves are in accordance with industry best practice. Sources of income are stable and reliable and at present are more
than adequate in meeting our expenditure needs. Sponsorships have improved and active measures are being taken to increase ALA’s sources of
income other than directly from our membership.

This diversity of income reliability ensures that we are performing exceptionally well against this CSF.

4.2.5 Regulatory Compliance

The variability of the regulatory environment at the State level makes compliance complex. However, communication is effective and the awareness of
BOM and employees is very good at the National and State levels. However, more work may need to be done at lower levels of the organisation to
ensure compliance is effective.

The overall assessment is that we are performing well against this CSF.

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4.2.6 Image and Reputation

The organisation as a whole has a strong relationship with most State and Local Governments and the Little Athletics brand and reputation remains well
known throughout Australian local communities and business circles.

The overall assessment is that we are performing very well against this CSF.

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5 FUTURE VISION

This Section articulates ALA’s vision in terms of its strategic direction over the next five years.

5.1 Future Structure

ALA sees itself as a Foundation For All Sports. The future structure of ALA is envisaged to be structured around a collaborative model, co-existing
independently with all sporting bodies, but in a collaborative environment, where the parties work together on complex issues that will be beneficial to
ALA members and sport in the community as a whole.

This vision does not preclude the option of ALA, at some time during the validity of this Strategic Plan, from pursuing a more formal unified structure
with Athletics Australia (AA), should circumstances provide such an opportunity.

5.2 Future Expansion of ALA Supported Programs

ALA will actively promote the values and benefits of Little Athletics throughout Australia, and where opportunities arise, such as in New Zealand,
Singapore, the United Kingdom, Canada and the USA.

5.3 Future Program Delivery Mechanisms

ALA envisages adaptable delivery mechanisms that can be modified to suit members’ needs within the current community. This may include current
delivery, but should not preclude alternative mechanisms, and may be different from Centre/Club to Centre/Club and between Associations.

5.4 Future Market Position

Our growth plan includes lifting membership numbers from 90,000 to 500,000 over the next 5 years. We envisage being in the top 10 providers in terms
of numbers participating in junior sporting activities by 2013.

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5.5 Future Financial Position

We envisage retaining our financial independence from Government subsidisation, with sufficient reserves to withstand at least three consecutive years
of losses, or a one-off substantial loss, while maintaining current services.

5.6 Future Operational Environment and Attention to Safety

We envisage maintaining our excellent record and vigilance on current and future Federal and State legislation while maintaining an effective and
efficient administration of the sport in general. We will achieve this through the development and maintenance of a comprehensive suite of guidelines,
policies and procedures.

5.7 Future Public Image and Reputation

We envisage that the excellent public image and reputation we currently enjoy will be maintained.

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6 ENABLING AND DISABLING FACTORS (S.W.O.T.)

This Section identifies those factors that should enhance or present obstacles to the success of our organisation achieving our objectives and goals.

6.1 Enabling Factors for Success

These are the factors that should enhance our ability to achieve our objectives and goals.

6.1.1 Strengths

1. Organisationally we are well geared to respond and manage the environment we currently find ourselves in.
2. Our reputation within school communities is strong and we have very strong support from within local communities.
3. We introduce young children to basic motor skills that can be used in any sport;
4. Franchise ownership by grass roots membership (people have loyalty to, and vigorously support something they own and have a say in how it is
run).
5. We add value through:
a. Improved fitness and coordination;
b. Providing life experiences for our members;
c. Healthier children who learn a healthy lifestyle which should benefit Australia’s overall national health in the longer term;
d. Continuously improving sporting facilities which are also available to the general community; and
e. Instilling a more positive character into children’s personalities;
6. Whole of family involvement.
7. We generally have State, Local Government, local industry, media and community support.
8. We have an established and continuously improving infrastructure, including facilities and equipment.
9. We have skilled and experienced Board Of Management.
10. The BOM has a clear sense of purpose and direction.

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11. Some State LA Associations have a close working relationship with their senior counterparts with dual registrations being a positive outcome of
this arrangement. Many senior State associations rely heavily upon dual registered athletes for the viability of their competitions.
12. The ALA is in a sound financial position.
13. By comparison with a large number of other sports, Little Athletics is a value for money, affordable activity.

What differentiates us from other sports, including the senior athletic body are the following attributes:
1. Little Athletics is a community-based activity that provides health and fitness options and skills development for children via modified track and
field programs. We have diversity geographically – Little Athletics is anywhere and everywhere.
2. We also have diversity in the activities we cater for – any child can register and we can offer a range of events that cater for participants with
different interests, abilities and body types, plus we offer competition at Centre, Regional and State levels, as well as the opportunity to compete
at national level (for U13 and U15 girls and boys).
3. Little Athletics is all about:
a. Family Participation;
b. Self-Development and Improvement; and
c. Fun.
4. Parents and volunteers are a key element of Little Athletics and in doing so invites family participation.
5. We are all inclusive, encouraging, accessible, safe and trusted, well-respected, genuine, diverse, fair, everywhere.
6. We satisfy the needs of children to develop physically and socially by providing soundly based and consistent athletic activities focused on personal
improvement.
7. We have an active involvement in schools so that athletics is supported as a foundation for developing physical and social skills in children.
8. We sustain a local community focus by having effective structures, information systems and the skills at all levels.
9. We have independent financial security without Federal Government support and we have developed adequate reserves and continue to attract
commercial sponsorship funding.
10. We provide a safe environment for our participants with active health and safety and risk management policies.
11. We provide a responsive and cost efficient service to our members by maintaining central administrative and athletic development support
functions to our affiliated Centres.
12. We provide opportunities for all our children by developing and applying equity and social justice principles across all facets of our organisation.

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6.1.2 Opportunities

1. Leverage off the current focus of Government and society in general on obesity within the community.
2. Market and retain athletes in the sport for longer with improved pathways.
3. Develop and enhance a partnership with all sporting bodies including, Athletics Australia, the Australian Sports Commission, Australian Track and
Field Coaches Association as well as AFL, ARL, Cricket, Swimming, Tennis, etc;.
4. The objective of Athletics Australia to require their contracted athletes to visit local clubs and LA Centres to promote and market athletes, and
invite other national sporting bodies or associations to promote their sport.
5. Develop national competition for our older athletes.
6. Identify and encourage experienced coaches to take on a mentoring role with newly accredited coaches and so improve the access of children to
coaching.
7. Develop specific marketing strategies to take advantage of the exposure provided by major events that include athletics (eg World Athletics
Championships, Olympic Games, Commonwealth Games).

6.2 Disabling Factors Against Success

These are the factors that may present obstacles to the success of our organisation achieving its objectives and goals, and will need to be addressed.

6.2.1 Weaknesses

1. We do not have a strong presence in the conducting of school carnivals. AA has management responsibility for National Primary and Secondary
schools competition, while ALA has only the responsibility for an Under 13 and an Under 15 national teams championship.
2. We could communicate more effectively to the Grass Roots level.
3. Parents at the Grass Roots level are not interested in what ALA is doing or trying to achieve.
4. Our retention rates with existing members remains poor (churn rates are high).
5. We have only a few policies in place (but are actively working on new ones).
6. The facilities at some of our Centres need to be improved.
7. We need to improve the technology we use (we are actively doing this in some areas).
8. Our officials could be better educated; and

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9. We could be more accessible to potential clients (website sign ons etc).

6.2.2 Threats

1. Growing attraction to time efficient sports due to “time starvation” of parents.

2. Growing attraction to “non-disciplined” or “novelty” sports or activities such as skateboarding in theme parks.
3. Increasing level of commercial/professional sport and recreation providers’ actively recruiting clientele from both parents and children sectors and
offering time efficient activities in competition to Little Athletics (e.g. Aerobics, Sports Trainers).
4. Growing lethargy and attraction to computer games of Little Athletics aged children.
5. (In the southern parts of Australia) the growing number of winter sports expanding their season impinging upon the Little Athletics season.
6. Government policies and regulations controlling the activities and operations of volunteers and facilities.
7. Misunderstanding of the roles and philosophies of volunteer organisations by Government policy making bodies.
8. Apathy on our part.

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7 STRATEGIES TO ACHIEVE FUTURE VISION

This Section identifies strategies that will need to put in place to either:
1. Take advantage of the strengths we possess as an organisation and opportunities that are available to us; or
2. Overcome the weaknesses of the organisation or combat the identified threats.

The achievement of these strategies becomes our long-term objectives. Should these objectives be too large to achieve in a single activity/project, it
may be necessary to break the objective down into annual “bite-sized chunks” or short-term goals. Each of these objectives and goals are to be given a
scheduled date upon which it is desired to be achieved. Where the date for commencement, progression or completion of an objective or goal falls
within the forthcoming year, it is to be reflected in that year’s Annual Business Plan.

7.1 Future Structure

1. CEO to lobby Government and business for funding under the vision of Family, Fun and Fitness and Foundation For All Sports, where ALA is seen as
community based activity for children and parents.
2. ALA President to approach AA with a view to moving towards greater cooperation in the analysis and review of common complex issues that will
be beneficial to ALA members and the sport of athletics as a whole.
3. ALA to pursue the Joint Policy Statement with the objective of obtaining an agreement between and signatures of ALA and AA.
7.2 Future Expansion of Little Athletics

1. ALA to develop an “Introduction to Little Athletics” package, including guidelines on how to run a Centre or Club, for ALA to promote and deliver to
organisations outside Australia.

7.3 Future Program Delivery Mechanisms

1. Review the delivery of the ALACs including investigating the option of conducting a national competition above the Under 13 age group possibly in
partnership with AA. This may involve modifying the current Under 13 and Under 15 ALAC format.

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2. Encourage Associations to deliver more fun oriented modified programs for the Under 6 to Under 9 age groups. This may involve competitive
and/or non-competitive modified activities.
3. ALA to promote skill progression programs both at Centre/Club level and to primary schools throughout Australia.
4. Investigate mechanisms under which programs can be delivered over a shorter time frame for all age groups to compete with time efficient sports.
5. State Associations to review numbers and levels of accredited officials, identify education improvements required and implement remedial
measures.

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7.4 Future Market Position

It is critical that ALA allocate sufficient resources to the development of an effective marketing and public relations program that utilises those facets of
Little Athletics that differentiate us from other sports, and actively promote Little Athletics through the media. The program needs to be comprehensive
with both programs integrated into a well-coordinated approach. The possibility of more effectively using an ALA “mascot” and commercial advertising
through television or radio should be investigated including the use of the logo “Foundation For All Sports”.

ALA will use the following factors to attract sponsors to our organisation:

1. The large number of registrations in Little Athletics.

2. The age group within Little Athletics participants is known to attract the largest focus of family expenditure.
3. The current registration numbers reflect only the young athlete directly competing in the sport – there are other family members often
participating such as parents, grandparents, relatives, friends and volunteers as officials, coaches, administrators and spectators, and this can
reasonably be expected to be 2.5 times the registration figures.

In promoting Little Athletics to the community, ALA will use the following factors to attract membership to our sport:

1. Little Athletics conducts non-contact activities which promotes a safe and healthy environment within which the children of the local community
can participate.
2. The sport involves all members of the family and is focussed towards children having fun while at the same time developing their athletic skills,
self-esteem, character and personality.

In promoting Little Athletics to the community, ALA will employ the following strategies:

1. Develop a marketing strategy that leverages off the current focus of Government and society in general on obesity within the community and how
children’s involvement in LAs reduces the levels of incidence of obesity within the community.
2. Develop an effective marketing and public relations program (plan) that utilises those facets of Little Athletics that differentiate us from other
sports.

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3. Identify media options available for the delivery of publicity, analyse their effectiveness, and select the most cost effective and appropriate
medium to raise the awareness of LAs with the public in general.
4. Proactively promote LAs through:
a. Increased visibility in the media through greater use of personal interest stories (e.g. acquire a journalist to identify an ex LAs athlete and
write an initial story with follow ups to Beijing);
b. The development of a national advertising campaign;
c. Obtaining regular timeslots on local community radios; and
d. Greater use of elite and successful athletes from the senior ranks of all sports to promote and market the benefits of Little Athletics.
5. Develop specific marketing strategies to take advantage of the exposure provided by major events that include athletics (eg World Athletics
Championships, Olympic Games, Commonwealth Games).
6. Develop a marketing strategy that raises the awareness of Government and the community in general of the benefits of involvement in LAs (i.e.
participants tend to be more disciplined, better communicators, more confident amongst adults.
7. Develop strategies for combating time efficient sports. This may mean conducting competition for designated age groups at scheduled times
during the competition program (try and think “outside the square”).
8. Undertake surveys with those athletes who have left the sport, analyse shortfalls in delivery of our sport and recommend changes to assist in
developing strategies to remedy our high “churn” rates.
9. Contribute to improved retention rates through an expanded and improved Junior Development Plan.
10. Expand the school visit program activities through the engagement of additional skilled coaches that can effectively deliver developed and
endorsed programs.
11. Identify and encourage experienced coaches to take on a mentoring role with newly accredited coaches and so improve the access of children to
coaching.
12. Work with all sporting bodies, to improve the pathways for younger athletes transitioning to senior athletics or other sports and effectively
promote it with a view to retain participants in sport longer.
13. Increase the number of qualified officials to provide more effectively managed competition; and
14. Change the emphasis and culture of participants from “winning is everything” to “improving while enjoying” and “Be Your Best”, through more
effective education of parents and more effective promotion of the values of Family, Fun and Fitness.

7.5 Future Financial Position

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1. Improve the financial position of the Association through expanding our levels of sponsorship or number of sponsors.
2. Ensure that our registration fees are commensurate with our administrative and insurance costs.
3. Continue to charge for our school skills development programs while at the same time ensure that these programs maintain the highest standard
so as to continue to be attractive to schools.
4. Ensure our sponsorships allow us to continue to deliver effective programs.
5. Implement a comprehensive risk management framework (see also 7.6(1)); and
6. Encourage Committees at the Centre and Club level to undertake audits of their facilities and equipment to identify areas of risk of injury to their
members and implement risk mitigation measures.

7.6 Future Operational Environment and Attention to Safety

1. Implement a comprehensive risk management framework including a:

a. Risk Management Policy;
b. Risk Management Plan;
c. Risk Register;
d. Action Plans; and
e. Risk Safety Audit to be conducted by affiliated Centres.
2. Ensure risk mitigation By Laws at national or state levels such as child protection, heat, sun smart and blood policies that impact upon the safe
operating environment of our members are effectively implemented.
3. Improve the professionalism of coaching and the education (including an awareness of risks) of officials; and
4. Develop a comprehensive suite of procedures for the Administrative Executive.

7.7 Future Public Image and Reputation

1. Develop and implement a communication strategy to raise the awareness of the general public on what ALA is doing and how it is benefiting the
community.
2. Develop a school visits program or programs that is progressive skills based and which can be endorsed by the State Education Departments.
3. Develop a strategy for increasing our presence or raising the awareness of LAs at State or National Schools competitions.
4. Ensure that only well-qualified and skilled coaches and presenters are used to deliver Little Athletics activities.

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5. Ensure that health and safety principles are adopted where practicable.
6. Improve the professionalism of coaching and the education (including an awareness of risks) of officials.
7. Ensure that an effective risk management program is implemented at Association and Centre level (see also 7.6(1)).
8. Support the awareness of our athletic activities and the benefits of active children and parents in local communities, through effective marketing
and public relations programs.

7.8 Other Associated Strategies Required to Achieve Future Vision

7.8.1 Improve Corporate Governance

1. Review extent of policies and draft new policies where gaps exist. Review and update existing policies where necessary.
2. Identify new Legislation being introduced that may impact upon the Association and implement processes and procedures to ensure compliance.
3. Educate the BOM and staff on their roles and responsibilities in terms of corporate governance.
4. Ensure transparency and accountability is practised by the Executive and Board members to ALA’s members.
5. Delineate responsibilities of BOM members in their roles as Board members and their roles as managers.
6. Remove conflicts of interests where possible.
7. Review/update employee duty statements.
8. Develop procedures for more effective use of electronic media in discussing issues as they come to hand.

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8 MONITOR AND REVIEW

8.1 Monitoring Progress

The ALA BOM will be responsible for monitoring progress against the objectives and goals of this strategic plan.

At each meeting, the BOM will review and evaluate progress against those initiatives from the Strategic Plan that have been incorporated into the
Business Plan, and determine whether:
1. The progress of the initiative impacts positively or negatively upon the Strategic Plan.
2. The progress or lack of progress has an impact upon the annual budget.
3. Additional strategies need to be implemented against a particular objective/goal due to lack of progress; or
4. Upon completion of a particular goal, the next goal needs to be introduced into the Business Plan.

In monitoring progress, the ALA BOM will refer to Table 4 -2 Criteria for Success to determine whether progress is being made against the objective/goal
under review.

8.2 Amendments

Upon endorsement of the Strategic Plan by Conference, the ALA BOM will have the authority to adjust the Business Plan as necessary during the year to
respond to opportunities and developments in the internal and external environment consistent with achieving the ALA Mission.

Where such amendments significantly change the scheduled achievement of an objective or goal of the Strategic Plan, these amendments will be drawn
to the attention of members at either annual or half-yearly Conferences, and when endorsed such changes will then be made to the Strategic Plan.

However, no strategies that change the strategic direction of the organisation are to be implemented without first obtaining the approval of ALA
members.

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8.3 Reports

A report is to be submitted by the President to Conference on the progress, achievements and any significant changes during the previous twelve
months.

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8.4 Key Performance Indicators (KPIs)

The following KPIs are to be used as a benchmark to determine the success or failure of the agreed strategies at 7.1 to 7.9 inclusive and those specified
in 7.8.1 and 7.8.2:

# Strategy Key Performance Indicators

The existing structure of 2006 remains in place and AA and ALA
consult one another regularly and cooperate closely in joint
initiatives.
7.1 Future structure The ALA structure retains its independence of AA but closely
supports AA’s and other sport’s desired outcomes through
access to its participants demonstrating potential and
facilitating athletics pathways to the senior body.
 The reputation of Little Athletics gains respect
internationally in countries such as New Zealand,
Future expansion of
7.2 Singapore, the United Kingdom, Canada and the USA,
Little Athletics
and is accepted as World’s Best Practice for the
participation of the young in athletics activities.
The culture of adults within the Little Athletics community has
changed its focus from one of winning is most important to
Future program one of having fun with a whole of family involvement is most
7.3
delivery mechanisms important.
Effective skill progression programs are in place within all
member Associations.
ALA improves its market position to within the top ten sports
7.4 Future market position
industry service providers.
Future financial ALA’s financial position is strong and remains independent of any
7.5
position Federal Government financial support or controls.
7.6 Future operational ALA endorsed activities have a marketable reputation

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# Strategy Key Performance Indicators

environment and throughout Australian communities as a safe and enjoyable
attention to safety sport within which to participate.
ALA has an enhanced reputation for providing a valuable
Future Public Image
7.7 contribution towards community values and the long-term
and Reputation health of the nation as a whole.
The ALA BOM and Conference Delegate attendees are well
Improve corporate
7.8.1 versed on good corporate governance practices and conflicts
governance of interest are well known by all attendees at meetings.
ALA makes effective use of modern communication technology
Improve
to constrain administrative costs.
7.8.2 communications within
 Disputes are resolved quickly and are not left to
the organisation
“ferment”.

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