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Strategic Plan

Play for your team with passion.

Our Strategic Plan

2022-2025 Strategy

Values

The Byford Bucks Basketball Association operates on a foundation of core values that it expects all those participating in association activities to uphold.

The values are:

  • Inclusion – we welcome people from all backgrounds and all abilities.
  • Respect – we treat all people fairly and value individual choice.
  • Accessibility – we provide opportunities for all members of our community to participate.
  • Trust – we work together in an open and honest way.
  • Responsiveness – we listen and take action as required.
  • Pride – we value, support and promote our association.
  • Safety – we take care of each other.
Mission

We are a family friendly, volunteer-operated basketball association providing a participative and competitive sporting environment for the people of Byford and surrounding areas.

We provide the structure and support for people of all ages to learn the game, develop their skills and be part of a team.

We plan for the future to ensure our players, coaches and officials have access to the development pathways required to compete and participate at higher levels.

We are proud of our place in the local community and work hard to develop and maintain relationships and partnerships with other community groups.

Vision

We will continue to develop and grow the sport of basketball in our community. We will provide development opportunities and pathways to higher level competition. We will strive for excellence in all that we do.

Strategic Direction
Development Pathways
The measures of our success
The measures of our success

Develop and implement a program to improve the knowledge and skills of association coaches and officials.

  • A program is developed and delivered to coaches and officials.
  • An evaluation of knowledge and skills is completed and improvements identified.
  • A referee coordinator is appointed.

Increase the number of volunteer coaches and officials.

  • More parents and other association members volunteer as coaches and officials.

Develop and implement a program to improve the skills of all association players.

  • A skills development program is implemented and available for all association players.
  • An evaluation of the program identifies an overall improvement in the skills of the association’s players.

Establish an academy program and elite level competition for all association players.

  • A junior academy is established.
  • Junior players are identified and invited to nominate to join the academy.
  • An elite level competition is established for senior players.

Develop and implement a skills-based, divisional competition.

  • The association establishes a skills-based competition.
  • Teams are allocated places in divisions based on skill levels.
Strategic Direction
Improved Facilities and Infrastructure
The measures of our success
The measures of our success

Identify and make improvements to the standard and quality of the courts and surrounding areas, which may include:

  • Improved seating
  • Court re-marking
  • Digital display units
  • Electronic scoreboards
  • Elevated area for scorers
  • Water filtration system
  • Improvements to courts and surrounding areas identified.
  • Improvements made as agreed with the facilities manager and as resources become available.

Assess current court usage and develop a strategy to ensure growth in association membership may be accommodated.

  • Current court usage is assessed and future court capacity clearly identified.
  • Level of association membership and number of teams competing is supported by court availability.

Install wooden floor courts.

  • Wooden floored courts to support elite level competition are installed.
  • All association competitions are able to access wooden floored courts.

Establish an administrative and merchandising hub.

  • The association’s administrative and merchandising activities are co-located.
Strategic Direction
Participation and Contribution
The measures of our success
The measures of our success

Improve engagement with local schools and establish a schools competition.

  • Local schools are identified and a process implemented to establish a schools competition.
  • The association launches a schools competition.

Increase the number of juniors participating in the Aussie Hoops program.

  • There is a significant increase in the number of juniors participating in the Aussie Hoops program.

Increase the number of junior girls playing in competition.

  • There is a significant increase in the number of girls playing in the association’s junior competitions.

Establish a social, small-sided games competition.

  • A process is implemented to establish a social, small-sided games competition.
  • The association launches a small-sided games competition.

Establish programs to improve accessibility for under-represented groups.

  • Programs such as wheelchair and walking basketball are established.

Ensure maximum progression of players from schools, Aussie Hoops and social basketball programs to higher level competition.

  • Players progress to higher level competition.

Improve the level of volunteer participation and contribution.

  • The association implements a strategy to increase overall volunteer participation.
  • All association members are actively engaged.
  • The number of volunteers increases.
Strategic Direction
Governance and Management
The measures of our success
The measures of our success

Review and implement standards of behaviour for coaches, players, officials, parents and spectators aligned to Basketball WA requirements.

  • Standards are established and all coaches, players, officials, parents and spectators are required to behave appropriately.

Establish a code of conduct for Management Committee members.

  • A code of conduct is developed and implemented.
  • Management Committee members are expected to apply the terms of the code and are held accountable.

Ensure clear, open and transparent communication processes.

  • All the association’s communication processes are applied appropriately.

Review, update and receive member approval of the association rules (constitution).

  • The association’s rules are updated, presented to a general meeting of members for approval and submitted to the Department of Mines, Industry Regulation and Safety (DMIRS).

Identify the requirement for association policies and procedures and source or develop as required.

  • Association members are kept fully informed about association activities.
  • The need for policies and procedures is identified and documents sourced or developed as required.
  • Policies and procedures are approved by the Management Committee and understood and followed by the membership.
Strategic Direction
Financial Sustainability
The measures of our success
The measures of our success
Identify and secure a range of revenue sources to support the operations and activities of the association.
  • A diverse range of revenue sources are identified.
  • Sponsors are engaged, attracted and retained.
  • Grants are identified and secured.
  • The association achieves annual financial surpluses.

Further develop the range of association merchandise available for sale.

  • A range of association merchandise is sold.
  • Annual merchandise sales targets are achieved.
Strategic Direction
Engagement and Partnerships
The measures of our success
The measures of our success

Identify opportunities to strengthen and build the relationship with local government authorities such as the Shire of Serpentine Jarrahdale and the City of Armadale.

  • The association works cooperatively with relevant local government authorities such as the Shire of Serpentine Jarrahdale and the City of Armadale to promote and strengthen basketball.
  • The association works in partnership with local government authorities to access, improve and upgrade facilities including the installation of wooden floored courts.

Develop partnerships with local schools.

  • Local schools are engaged with the association and compete in the schools completion.

Identify opportunities to improve and strengthen the relationship with the facility manager of the Byford basketball centre.

  • The association works cooperatively with the facility manager to improve facilities and infrastructure.

Identify opportunities to develop partnerships with other basketball associations as the first step in the establishment of a senior WABL team.

  • Partnerships established.
  • Strategy developed for the establishment of a senior WABL team.